This paper investigates teams and teamworking in multi-unit hotels in the UK. A review of the literature suggests that much of what is written about teamworking is discursive and some of the authors' conclusions are based on anecdotal research. The study methodology employs both qualitative and qualitative techniques and concludes that teamworking in hotels is a complex activity and that solutions vary according to unit and employee perception. Comparisons were made between two multi-unit hotel companies showing contrasting approaches to teamworking. The data show that all the hotels studied scored worse than a norm set of teams in diverse organisational settings, suggesting that teamworking in hotels needs more development.
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