Job rotation has important implications for firm learning. On one hand, having employees rotate gives information about the quality of many different job-employee matches, while having each employee keep te same job for a long while provides the firm with very precise information about this particular job-employee match, but gives no information about other potential matches.
             Thus there is a trade-off between the variety of signals the firm gets from an employee and the number of signals of each kind. Moreover, there are contexts where the firm may want to learn not only how well different employees match different jobs, but also how profitable different jobs are.
             This is particular relevant for companies where innovative production processes are being implemented or new products are being launched.
             In these cases, rotation might make it more difficult for the firm to learn weather observed productivity differentials between jobs are due to job-specific or employee-specific components.
             A policy involving little job rotation, on the other hand, could be the fast way to learn about the job-specific component.
             What are teams? Teams are an important element in the new high performance forms of organization. It is important to understand what teams are and what they aren't, if they are to be used effectively.
             Teams differ from committees, groups of co-workers, and other groups. Teams have performance goals to achieve and member of the teams feel mutually accountable for achieving them.
             What is the definition of a team? A team is defined as a reasonably small group of people, who bring to the table a set of complementary and appropriate skills, and who hold themselves mutually accountable for achieving a clear and identifiable set of goals.
             Teams can be very effective. It is almost imposable to open a business magazine today without some guru exhorting the benefits of working in teams. In many situa
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