Contrary to prevailing visions of workplace reform as a harmonious and benefi cial process, this paper examines the case of the Australian grocery distribution industry and recent changes in work organization imported from the United States. Unlike the consensual `team-based' approaches that have been advocated within recent management literature, 'international best practice' in this industry equates to a system of labour management based upon low trust and direct control. The paper highlights the variability of workplace reform and the continued centrality of management control over the labour process.