1. What were the key forms of human, social and organizational capital generated in One Team? 

2. What role did HR practices play in supporting these forms of capital? 

3. In the future: 

a. How might the network be developed further? 

b. What obstacles might be encountered to further development? 

c. How might these obstacles be overcome?

This case provides an example of the role played by HR practices in a sophisticated form of working across organizational boundaries. This is a form of organizing where firms interact with a whole series of other parties such as clients, suppliers and partners (Kinnie and Swart, 2012). This kind of working has been present within manufacturing for some time, for instance, the well-known case of Toyota involving a high degree of cooperation between members of the supply chain (Dyer and Nobeoka, 2000); however, this example takes place within the service sector. The overall aim of One Team is to improve the competitiveness of Marks & Spencer and its logistics providers through developing and sustaining collaborative activities. The especially interesting feature of this case is that it involves collaboration between organizations who were previously competitors and who currently still are competitors with other clients.