Common incentives for teamwork – the unspoken contract's significance

Purpose – The aim of this paper was to identify and study common incentives for teamwork. Design/methodology/approach – The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12-18 months. Data were collected through interviews (n=48) and observations (n=52) of the teamwork at treatment conferences. Findings – The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion. Research limitations/implications – The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution. Practical implications – The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved. Originality/value – The significance of common incentives and the unspoken contract in the team is identified.