With all the benefits that groups provide, it is not surprising that Lawler and colleagues (Lawler et al. 1995; Lawler III et al. 1998) found an increased prevalence of this organisational structure. In 1987, 28% of Fortune 1000 organisations used self-managing teams; this increased to 47% in 1990 and 78% in 1996. Reliance on other types of groups also increased during this period. For example, problem-solving groups increased from 70% in 1987, to 86% in 1990 and 94% in 1996 (Lawler et al. 1995; Lawler III et al. 1998).

A more recent report from the European Working Conditions Observatory found that in 2007 the range of teamwork in European workplaces ranged from 81% (Estonia) to 41% (Italy). It is thus obvious that despite some variations in the use of teamwork in different countries, the use of team structures is increasing steadily over time. As asserted by Peters and Waterman (1982, p. 126) 'small groups are, quite simply, the basic organizational building blocks of excellent companies'.