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Project teaming in a democratic company context

Markopoulos, E; Vanharanta, H; (2018) Project teaming in a democratic company context. Theoretical Issues in Ergonomics Science , 19 (6) pp. 673-691. 10.1080/1463922X.2018.1439543. Green open access

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Abstract

Teaming in democracy generates knowledge, the raw material for innovation, the catalyst for development, progress and extroversion. Democratic teaming, rather than teaming per se, provides people with the space needed to speak and be heard, to give and share, to contribute and to co-evolve in a cooperative and non-competitive way. Democratic teaming belongs to applied philosophy, not applied management, generating added-value for organisations and a shared value for the society. The democratic teaming model is characterised by the principles of placing the right person in the right place at the right time and with the right scope. The model also presents the concept that teams have systemic, dynamic and agile structures, which are affected by the project they are called to serve, within organisationally lean and agile hierarchies for the maximum utilisation of employees’ intellectual capital. This paper presents the democratic teaming construct, concepts and approach within the company democracy model.

Type: Article
Title: Project teaming in a democratic company context
Open access status: An open access version is available from UCL Discovery
DOI: 10.1080/1463922X.2018.1439543
Publisher version: https://doi.org/10.1080/1463922X.2018.1439543
Language: English
Additional information: This version is the author accepted manuscript. For information on re-use, please refer to the publisher's terms and conditions.
Keywords: Applied philosophy, democracy, management, team, teaming
UCL classification: UCL
UCL > Provost and Vice Provost Offices > UCL BEAMS
UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science
UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science > UCL School of Management
URI: https://discovery.ucl.ac.uk/id/eprint/10120802
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