The objectives of this article are to introduce and develop team charters as tools to link corporate-level mission statements and strategies to activities at the team level. The theoretical frameworks of psychological contracts and realistic job previews provide the foundation. Based on relevant literature and anecdotal experience, the authors offer specific guidance on the content of team charters, suggest a set of applications, and discuss limitations. The principal beneficiaries should be practitioners charged with quality initiatives at all organizational levels.
Available at: http://works.bepress.com/william-norton/33/