Thematische Bibliographien / Teamwork

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Teamwork“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 28. Juli 2024

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Zeitschriftenartikel zum Thema "Teamwork"

1

Cooley, Candy. „Teamwork – what teamwork?“ Cancer Nursing Practice 1, Nr. 1 (Februar 2002): 18. http://dx.doi.org/10.7748/cnp.1.1.18.s25.

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Benoliel, Pascale, und Chen Schechter. „Teamwork doubting and doubting teamwork“. Improving Schools 21, Nr. 3 (03.08.2018): 225–39. http://dx.doi.org/10.1177/1365480218791908.

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Teams of teachers and administrators have become more and more common as a framework for improving responsiveness to the ever more dynamic educational environment. Although teamwork is often expected to broaden the team’s collective knowledge base, consequently improving team effectiveness, research shows that this potential effectiveness is not always reached. The article seeks to explore the concept of collective doubting – the inquiry into routine and habitual perceptions and assumptions – and its importance to the teamwork processes, a topic that has been vastly under-investigated in the educational context. Specifically, we propose that collective doubting in the teamwork process has a dynamic nature, and that the doubting process should be carefully considered in the context of different stages in team development. Our goal is to increase both theoretical and practical knowledge about the process of collective doubt in such a way as to facilitate team effectiveness. We further seek to delineate the internal and external activities in which principals can engage to promote a constructive doubting process in the team context. Implications for principals, as well as for further avenues of research, are suggested.
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Senior, Tim. „Teamwork“. British Journal of General Practice 69, Nr. 682 (25.04.2019): 254. http://dx.doi.org/10.3399/bjgp19x702605.

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ROULET, Jean-François. „Teamwork“. STOMATOLOGY EDU JOURNAL 4, Nr. 1 (2017): 6–7. http://dx.doi.org/10.25241/2017.4(1).edit.1.

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ROULET, Jean-François. „Teamwork“. STOMATOLOGY EDU JOURNAL 4, Nr. 1 (2017): 4–5. http://dx.doi.org/10.25241/stomaeduj.2017.4(1).edit.1.

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Clark, William. „Teamwork“. Child and Adolescent Psychiatric Clinics of North America 30, Nr. 4 (Oktober 2021): 685–95. http://dx.doi.org/10.1016/j.chc.2021.05.003.

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Diggins, Kristene. „Teamwork“. Journal of Christian Nursing 30, Nr. 3 (2013): 170–71. http://dx.doi.org/10.1097/cnj.0b013e318295337d.

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Clark, Paul R. „Teamwork“. Critical Care Nursing Quarterly 32, Nr. 3 (Juli 2009): 221–31. http://dx.doi.org/10.1097/cnq.0b013e3181ab923f.

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Cohen, Philip R., und Hector J. Levesque. „Teamwork“. Noûs 25, Nr. 4 (September 1991): 487. http://dx.doi.org/10.2307/2216075.

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Witt, Catherine. „Teamwork“. Advances in Neonatal Care 8, Nr. 1 (Februar 2008): 1–2. http://dx.doi.org/10.1097/01.anc.0000311005.18214.4c.

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Dissertationen zum Thema "Teamwork"

1

Less, Adam A. „Teamwork skills“. Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998lessa.pdf.

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McEwan, Desmond. „Teamwork in sport“. Thesis, University of British Columbia, 2017. http://hdl.handle.net/2429/63134.

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In spite of the assumption that teamwork is an important variable within the context of sport, formal research on this construct has been surprisingly limited. As such, the purpose of my dissertation was to examine teamwork in sport with respect to theoretical, measurement, and applied considerations. This dissertation consists of six studies which are presented in seven chapters. The introduction (chapter 1) provides a general overview of teamwork and its potential importance within sport. The first study (chapter 2) was a theoretical and integrative review of teamwork in sport. Within this chapter, a working definition of teamwork in sport, a multidimensional conceptual framework for understanding and investigating this construct, as well as a discussion of how it may relate to important variables in sport are presented. Chapter 3 consists of two studies: study 2 involved the development of a questionnaire to measure teamwork, titled the Multidimensional Assessment of Teamwork in Sport (MATS); study 3 involved an examination of the psychometric properties related to this instrument. An assessment of various group- and individual-level correlates of teamwork in sport was carried out in the fourth study, which is presented in chapter 4. The fifth study, a systematic review and meta-analysis assessing the effectiveness of controlled teamwork training interventions, is reported in chapter 5. This review was used to inform the development of a theory-based and evidence-informed protocol for enhancing teamwork in sport, which is described in the first part of chapter 6. This teamwork training protocol was then tested through a pilot intervention (study 6), which is detailed in the second part of chapter 6. In chapter 7, a general discussion is provided with regard to the implications of the dissertation studies, the contributions of this research to the field of sport psychology, limitations of this body of work, as well as considerations for future research on teamwork in sport.
Education, Faculty of
Kinesiology, School of
Graduate
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Ivey, Carole. „Interdisciplinary Teamwork Pedagogy“. VCU Scholars Compass, 2011. http://scholarscompass.vcu.edu/etd/2381.

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The purpose of this study was to describe the interdisciplinary teamwork pedagogy of the Leadership Education in Neurodevelopmental and Related Disabilities (LEND) training programs, specifically the content focus, instructional methods, and assessment practices. LEND programs are a national network providing long-term, graduate interdisciplinary training through federal funds from the Health Resources and Services Administration's Maternal Child Health Bureau. This study used a mixed method approach to describe the interdisciplinary teamwork pedagogy of LEND training programs. The study occurred in three stages: 1) a survey of LEND training directors, 2) a survey of LEND interdisciplinary teamwork instructors, and 3) document review of the national LEND website and LEND program websites. Data were analyzed using statistical and qualitative methods and interpreted through the use of professional competencies, the How People Learn framework, and research literature. This study provides for an understanding of interdisciplinary teamwork within one national program in order to inform efforts for training, practice, and research.
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Granlund, Rego. „Monitoring distributed teamwork training /“. Linköping : Univ, 2002. http://www.bibl.liu.se/liupubl/disp/disp2002/tek746s.pdf.

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Jagad, Lakshmi Ms. „Online Gaming and Teamwork“. Digital Archive @ GSU, 2011. http://digitalarchive.gsu.edu/communication_theses/83.

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This thesis aims to find out the relationship, if any, between playing multi-player online games and developing teamwork qualities. Online multi-player games involve thousands of players who play in teams (or solo, as the preference may be) in sophisticated gaming environments. As gamers team together to complete missions within the game, teamwork concepts such as communication skills, leadership, coordination, negotiation and other similar qualities come to the fore. The research component of this thesis consists of a survey where respondents answered questions about their online gaming behavior. They also answered questions about their experience working in teams in the offline environment. A total of 202 responses were collected and analyzed. There was a significant negative association found between autocratic leadership ability and hours spent per week playing online games in teams/groups. Team communication skills and leadership communication skills were significantly related to the degree of involvement in the gaming community, but only for individuals with low leadership-work experience. A significant relationship was also seen between democratic leadership skills and the degree of involvement in the gaming community. In addition, a significant negative relationship was found between autocratic leadership ability and degree of involvement in the gaming community.
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Tselitan. „CONFLICT MANAGEMENT IN TEAMWORK“. Thesis, Київ 2018, 2018. http://er.nau.edu.ua/handle/NAU/33922.

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Seely, Peter W. „The sociomateriality of teamwork processes“. Diss., Georgia Institute of Technology, 2015. http://hdl.handle.net/1853/53567.

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This dissertation incorporates the ontological perspective of sociomateriality into the literature on teamwork process to posit that member behavior and technology use are inherently enmeshed (termed process sociomateriality). Three programmatic studies were conducted In order to establish the construct and examine the effects of process sociomateriality on team functioning. First, a qualitative critical incident study (Study 1) found that process sociomateriality is comprised of three higher-order dimensions, reflecting that technology use in team settings may facilitate, expand, or impair process behaviors. A psychometric measure of process sociomateriality was then developed and administered to the general population in Study 2. Findings from Study 2 revealed that the measure exhibits acceptable psychometric properties and displays sufficient convergent and discriminant validity with relevant teamwork constructs. Study 3 tested the manner in which the process sociomateriality factors impact important team outcomes. Findings revealed that process facilitation and expansion improve team performance and team viability indirectly by shaping affective and motivational states. Further, results also demonstrated that the process sociomateriality factors account for variance in team viability and emergent states beyond prior conceptualizations of the process/technology relationship.
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Männistö, J. (Johanna), und N. (Nina) Tervo. „Virtual teamwork:features of effective teamwork“. Bachelor's thesis, University of Oulu, 2016. http://jultika.oulu.fi/Record/nbnfioulu-201605031600.

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Abstract. Nowadays organizations rely more and more on distance working and virtual teams. The aim of this study is to identify the characteristics of effective virtual teamwork and to provide a wide view on what a team is, how it is defined, which are the enabling factors for successful distance teamwork and what are the benefits of virtual distance teamwork. This thesis is a qualitative study and was conducted as a systematic literature review. Data is collected both from University of Oulu Nelli portal and The University of Melbourne Discovery Database and studies up to 15 years old are approved. Based on the results, teams are open and complex systems where the personalities, level of expertise and current cognition of the team members modify the team building, learning and working. High team resilience in virtual teams allows teams to cope through multiple tasks and is also directly connected to the outcome and effectiveness of team working. Literature describes team learning as essential for team working, and it can be enhanced via shared understanding and communication. A good team consists of members who are willing to cope with others: all other team building blocks are unnecessary if members are not able to collaborate. The most important role of the leader is to motivate and divide clear tasks and roles to virtual team members. There are multiple benefits in virtual distance teamworking, e.g. we will show that job satisfaction and productivity may increase when work can be done regardless of time and space. These results suggest that among other things, basic team learning, resilience and effective communication help to build trusting and effective virtual working teams. This data supports the view that it is possible for teams to work even cross-culturally without seeing each other by using only electric technology. Digitalisation enables effective communication and sharing, which in turn helps to build trust among members — even if they will never see each other face-to-face.
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Ellis, Jon E. Martin Michael W. „Human behavior representation of military teamwork“. Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2006. http://library.nps.navy.mil/uhtbin/hyperion/06Jun%5FEllis.pdf.

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Thesis (M.S. in Modeling, Virtual Environment and Simulation (MOVES))--Naval Postgraduate School, June 2006.
Thesis Advisor(s): Christian Darken and Jeffrey Crowson. "June 2006." Includes bibliographical references (p. 73-75). Also available in print.
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Zhang, Yu. „Proactive communication in multi-agent teamwork“. Texas A&M University, 2005. http://hdl.handle.net/1969.1/4901.

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Sharing common goals and acting cooperatively are critical issues in multiagent teamwork. Traditionally, agents cooperate with each other by inferring others' actions implicitly or explicitly, based on established norms for behavior or on knowledge about the preferences or interests of others. This kind of cooperation either requires that agents share a large amount of knowledge about the teamwork, which is unrealistic in a distributed team, or requires high-frequency message exchange, which weakens teamwork efficiency, especially for a team that may involve human members. In this research, we designed and developed a new approach called Proactive Communication, which helps to produce realistic behavior and interactions for multiagent teamwork. We emphasize that multi-agent teamwork is governed by the same principles that underlie human cooperation. Psychological studies of human teamwork have shown that members of an effective team often anticipate the needs of other members and choose to assist them proactively. Human team members are also naturally capable of observing the environment and others so they can establish certain parameters for performing actions without communicating with others. Proactive Communication endows agents with observabilities and enables agents use them to track others’ mental states. Additionally, Proactive Communication uses statistical analysis of the information production and need of team members and uses these data to capture the complex, interdependent decision processes between information needer and provider. Since not all these data are known, we use their expected values with respect to a dynamic estimation of distributions. The approach was evaluated by running several sets of experiments on a Multi- Agent Wumpus World application. The results showed that endowing agents with observability decreased communication load as well as enhanced team performance. The results also showed that with the support of dynamic distributions, estimation, and decision-theoretic modeling, teamwork efficiency were improved.
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Bücher zum Thema "Teamwork"

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Kelman, Jim. Teamwork! London: Hodder Wayland, 2006.

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Gold, Natalie, Hrsg. Teamwork. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203.

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Cullen, John, und Barbara Ritter. Teamwork. 2455 Teller Road, Thousand Oaks California 91320: SAGE Publications, Inc., 2021. http://dx.doi.org/10.4135/9781071860120.

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Frazer, Rebecca. Teamwork! New York: Simon Spotlight, 2009.

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Frazer, Rebecca. Teamwork! New York: Simon Spotlight, 2009.

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Athletes, Fellowship of Christian, Hrsg. Teamwork. Ventura, Calif: Regal, 2009.

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Nolan, Vincent. Teamwork. London: Sphere, 1987.

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Teamwork. Columbus, Ohio: SRA/McGraw-Hill, 2005.

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Copyright Paperback Collection (Library of Congress) und Pascal Francine, Hrsg. Teamwork. Toronto: Bantam Books, 1989.

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Ubell, Robert, Hrsg. Virtual Teamwork. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470615782.

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Buchteile zum Thema "Teamwork"

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Gold, Natalie. „Introduction: Teamwork in Theory and in Practice“. In Teamwork, 1–21. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_1.

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Hurley, Susan. „Rational Agency, Cooperation and Mind-reading“. In Teamwork, 200–215. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_10.

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Colman, Andrew M. „Evolution of Cooperation Without Awareness in Minimal Social Situations“. In Teamwork, 216–35. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_11.

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Wyatt, Jeremy, Yoshiyuki Matsumura und Matthew Todd. „Learning in Robot Teams“. In Teamwork, 236–51. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_12.

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Gilbert, Margaret. „A Theoretical Framework for the Understanding of Teams“. In Teamwork, 22–32. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_2.

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Wilson, David Sloan, John J. Timmel und Ralph R. Miller. „Cognitive Cooperation: When the Going Gets Tough, Think as a Group“. In Teamwork, 33–55. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_3.

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Andras, Peter, und John Lazarus. „Cooperation, Risk and the Evolution of Teamwork“. In Teamwork, 56–77. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_4.

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Myatt, David P., und Chris Wallace. „The Evolution of Teams“. In Teamwork, 78–101. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_5.

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Bicchieri, Cristina. „Cooperation and Communication: Group Identity or Social Norms?“ In Teamwork, 102–35. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_6.

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Borrill, Carol S., und Michael A. West. „The Psychology of Effective Teamworking“. In Teamwork, 136–60. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230523203_7.

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Konferenzberichte zum Thema "Teamwork"

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Cai, Yan, Ke Zhai, Shangru Wu und W. K. Chan. „TeamWork“. In the 18th ACM SIGPLAN symposium. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2442516.2442560.

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Fruchter, Renate, und Katherine Emery. „Teamwork“. In the 1999 conference. Morristown, NJ, USA: Association for Computational Linguistics, 1999. http://dx.doi.org/10.3115/1150240.1150259.

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Pynadath, David V., und Milind Tambe. „Multiagent teamwork“. In the first international joint conference. New York, New York, USA: ACM Press, 2002. http://dx.doi.org/10.1145/544862.544946.

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Shichtman, Diane. „Teamwork Online“. In SIGITE '19: The 20th Annual Conference on Information Technology Education. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3349266.3351350.

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Navarro, Jose, Bosch Josep Lluis, Palacín María, Marina Solé, Rita Berger, David Leiva, Francesca Ceppi und Júlia Castellano. „Teamwork: Assessment of teamwork competence in higher education“. In Third International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/head17.2017.5507.

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Teamwork is a competence highly demanded among workers and an academic field with an extensive specialized literature. Based on this knowledge that comes from the study of organizational behavior, this communication presents a model to understand teamwork in higher education settings. The theoretical model considers structural components (i.e., task interdependence and task uncertainty), processes (i.e., team development and team climate for learning) and results (i.e., team effectiveness). Moreover, an assessment tool (and attitude questionnaire with 42 items-Likert scale with a range from 1 to 7) is also presented to measure these critical components that can allow us to distinguish between effective and ineffective teams in higher education. First results of the application of these tools to 18 team students show good consistency values of the tools being able to distinguish among teams. Additionally, we propose a procedure to obtain aggregated measures per group from the members’ responses considering the degree of agreement among members.
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Beale, Russell. „Supporting cooperative teamwork“. In the 7th ACM conference. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1394445.1394459.

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Tambe, M., J. P. Pearce, P. Paruchuri, D. Pynadath, P. Scerri, N. Schurr, P. Varakantham et al. „Conflicts in teamwork“. In the fourth international joint conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1082473.1082474.

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SHAD, SHABBIR, und JANE HAGA. „Teamwork for excellence“. In 1st National Total Quality Management Symposium. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-3195.

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Haber, Eben M. „System administrator teamwork“. In the 2nd ACM Symposium. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1477973.1477991.

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Silva, Manuel, Arthur Freire, Mirko Perkusich, Danyllo Albuquerque, Everton Guimaraes, Hyggo Almeida, Angelo Perkusich und Kyller Gorgônio. „Measuring Agile teamwork“. In SAC '21: The 36th ACM/SIGAPP Symposium on Applied Computing. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3412841.3442022.

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Berichte der Organisationen zum Thema "Teamwork"

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Lily Gullion, Lily Gullion. Understanding Teamwork Using Computer Games. Experiment, März 2015. http://dx.doi.org/10.18258/4913.

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Kozlowski, Steve W., und Richard P. DeShon. Optimizing Dynamic Resource Allocation in Teamwork. Fort Belvoir, VA: Defense Technical Information Center, Februar 2008. http://dx.doi.org/10.21236/ada478848.

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Beddoes, Kacey, Grace Panther, Stephanie Cutler und Wendi Kappers. Training and Resources for Gender Inclusive Teamwork. Embry-Riddle Aeronautical University, 2018. http://dx.doi.org/10.15394/2018.1791.

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Naca, Christine, Ira Janowitz, Stephen Franaszek, Ray Turner und Susan Lucas. The Power of Teamwork: JGI Ergonomics Program. Office of Scientific and Technical Information (OSTI), Juni 2007. http://dx.doi.org/10.2172/917385.

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Berman, M., G. Crespin, L. R. Garcia, R. Jansma, L. Lovato, G. Randall und A. Sanchez. Principles and guidelines for diversity in teamwork. Office of Scientific and Technical Information (OSTI), August 1994. http://dx.doi.org/10.2172/10182001.

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Willoughby, Michael B. Teamwork and the National Security Personnel System. Fort Belvoir, VA: Defense Technical Information Center, März 2007. http://dx.doi.org/10.21236/ada468480.

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Haston, Terry M. AC/RC Seamless Integration Turmoil-Transition-Teamwork. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada378271.

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Kozlowski, Steve W., Richard P. DeShon, Guihyun Park, Paul Curran, Goran Kuljanin und Brady Firth. Dynamic Resource Allocation and Adaptability in Teamwork. Fort Belvoir, VA: Defense Technical Information Center, August 2007. http://dx.doi.org/10.21236/ada475399.

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Loignon, Andy, Stephanie Wormington und George Hallenbeck. Reconsidering Myths about Teamwork Using CCL’s Framework on Team Effectiveness. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2052.

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In this paper we discuss several pervasive myths and misperceptions about teams and teamwork. We also introduce an evidence-based framework for moving beyond these myths and misperceptions. We shared several statements about teamwork to over 1,300 working adults. On average, across all the myths and respondents, 62% of respondents agreed with the myths we presented, 21% were uncertain, and only 17% disagree. This suggests that over 80% of respondents either endorsed, or expressed uncertainty about, myths relating to fundamental aspects of teamwork. Given the pervasiveness and lack of clarity surrounding myths about teams, we provide a research-grounded framework to better support holistic team effectiveness while also illuminating nuances about common myths. Together, we leverage this framework and our review of the teams literature to offer four broader “truths” that leaders and organizations can keep in mind to support effective teamwork. These include: Effective teams need intentional and systemic support. Teams need to be intentionally supported with ongoing development and an appreciation of their place in broader systems. Teams simultaneously reflect “wholes” and “parts.” Although teams come together to achieve shared and collective goals, they are, fundamentally, a combination of distinct individuals. Teams are dynamic. It is best to re-evaluate where a team is at any point in time rather than assume stability. Beliefs about teams and teamwork need to be (re)surfaced. Given the pervasiveness of myths and misconceptions about teamwork, there is value in openly discussing, questioning, and challenging assumptions about how teams can be the most effective.
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10

Naca, Christine. The Power of Teamwork: Winning the 2007 Ergo Cup. Office of Scientific and Technical Information (OSTI), August 2007. http://dx.doi.org/10.2172/919397.

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