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Journal articles on the topic 'Managing teams'

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Published: 28 June 2021
Last updated: 28 January 2023

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1

Holpp, Lawrence. "Managing Teams." Team Performance Management: An International Journal 6, no. 3/4 (June 1, 2000): 73–76. http://dx.doi.org/10.1108/tpm.2000.6.3_4.73.5.

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2

Roufaiel, Nazik S., and Marv Meissner. "Self‐managing teams." Benchmarking for Quality Management & Technology 2, no. 1 (March 1995): 21–37. http://dx.doi.org/10.1108/14635779510081625.

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3

Johne, Axel. "Self-managing teams." Technovation 12, no. 6 (September 1992): 415. http://dx.doi.org/10.1016/0166-4972(92)90008-6.

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4

LaBrosse, Michelle. "Managing virtual teams." Employment Relations Today 35, no. 2 (March 2008): 81–86. http://dx.doi.org/10.1002/ert.20205.

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5

Petreska, Ena. "MANAGING VIRTUAL TEAMS." Economic Development 24, no. 4 (2022): 160–73. http://dx.doi.org/10.55302/ed22244160p.

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Tarim, T. B. "Managing technical professionals: managing remote teams." IEEE Engineering Management Review 41, no. 2 (2013): 3–4. http://dx.doi.org/10.1109/emr.2013.2259971.

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7

Jaqua, Ecler Ercole, and Terry Jaqua. "Managing Groups and Teams." International Journal of Research Studies in Medical and Health Sciences 6, no. 4 (2021): 6–8. http://dx.doi.org/10.22259/ijrsmhs.0604002.

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8

Dogan, Mustafa, and Pinar Yildirim. "Managing automation in teams." Journal of Economics & Management Strategy 31, no. 1 (September 28, 2021): 146–70. http://dx.doi.org/10.1111/jems.12456.

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9

Monalisa, Mitali, Tugrul Daim, Fahim Mirani, Pranabesh Dash, Rabah Khamis, and Vijay Bhusari. "Managing Global Design Teams." Research-Technology Management 51, no. 4 (July 2008): 48–59. http://dx.doi.org/10.1080/08956308.2008.11657514.

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10

Gwynne, Peter. "Managing Culturally Diverse Teams." Research-Technology Management 52, no. 1 (January 2009): 68–69. http://dx.doi.org/10.1080/08956308.2009.11657550.

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11

Niederman, Fred, and Felix B. Tan. "Managing global IT teams." Communications of the ACM 54, no. 4 (April 2011): 24–27. http://dx.doi.org/10.1145/1924421.1924431.

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12

Staniforth, David, and Michael West. "Leading and managing teams." Team Performance Management: An International Journal 1, no. 2 (June 1995): 28–33. http://dx.doi.org/10.1108/13527599510075272.

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13

Harris, Philip R., and Kevin G. Harris. "Managing effectively through teams." Team Performance Management: An International Journal 2, no. 3 (September 1996): 23–36. http://dx.doi.org/10.1108/13527599610126247.

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14

Chansler, Phillip A., Paul M. Swamidass, and Cortlandt Cammann. "Self-Managing Work Teams." Small Group Research 34, no. 1 (February 2003): 101–20. http://dx.doi.org/10.1177/1046496402239579.

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15

Kulski, Martijntje M., and Rosemary Kerr. "Managing Teaching Teams Effectively." International Journal of Learning: Annual Review 18, no. 9 (2012): 149–60. http://dx.doi.org/10.18848/1447-9494/cgp/v18i09/47730.

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16

May, Carl. "Planning and managing teams." Health & Social Care in the Community 5, no. 4 (June 8, 2007): 269–83. http://dx.doi.org/10.1111/j.1365-2524.1997.tb00123.x.

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17

Tang, Thomas Li-Ping, and Amy Beth Crofford. "Self-managing work teams." Employment Relations Today 22, no. 4 (December 1995): 29–39. http://dx.doi.org/10.1002/ert.3910220405.

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18

Karna, Wioleta J., and Agnieszka Knap-Stefaniuk. "Challenges in Managing Multicultural Teams." Perspektywy Kultury 26, no. 3 (October 1, 2019): 67–86. http://dx.doi.org/10.35765/pk.2019.2603.07.

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The aim of the article is to identify challenges in managing multicultural teams, which, according to the authors, are extremely important in modern human resource management. This paper is based on literature studies and available reports. The authors prove that the challenges associated with the effective management of multicultural teams are very large, especially considering the stereotypes and prejudices related to the cultural diversity of employees and the diverse competences of managers who manage multicultural teams. The main value of the study is to clarify the need to raise the awareness of managers in terms of the development potential of multicultural teams, taking into account both their strengths and weaknesses, while pointing to the need for competence development in managers and their ability to build positive relations between representatives of different cultures.
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19

Worley, Rebecca B. "Managing Student Teams, Part I." Business Communication Quarterly 72, no. 1 (July 22, 2008): 73–74. http://dx.doi.org/10.1177/1080569908330371.

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20

Worley, Rebecca B. "Managing Student Teams, Part Ii." Business Communication Quarterly 72, no. 2 (May 5, 2009): 214–15. http://dx.doi.org/10.1177/1080569909334557.

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21

Massoud, M. Rashad, Leighann E. Kimble, Victor Boguslavsky, Maina Boucar, Jorge Hermida, Donna Jacobs, Esther Karamagi, Nigel Livesley, and Mirwais Rahimzai. "Managing hundreds of improvement teams." F1000Research 7 (October 31, 2018): 1722. http://dx.doi.org/10.12688/f1000research.16099.1.

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Recognizing the notable scale of USAID Applying Science to Strengthen and Improve Systems (ASSIST) Project activities and sizable number of improvement teams, which in some cases is close to 1,000 improvement teams managed in one country at a point in time, we sought to answer the questions: How do we manage hundreds of improvement teams in one country alone? How do we manage more than 4,000 improvement teams globally? The leaders of our improvement programs manage such efforts as though they are second-nature, without pointing to the specific skills and strategies needed to manage thousands of teams. This paper was developed to capture the lessons, considerations, and insights shared in discussions with leaders on the USAID ASSIST Project, including country Chiefs of Party and Regional Directors. More specifically, this paper seeks to describe what is involved in scaling up and managing large numbers of improvement teams. Through focus group discussions and individual interviews, participants discussed the key skills, strategies, and lessons needed to successfully manage large numbers of teams on the USAID ASSIST Project. We concluded that the six key components in managing large numbers of teams are 1) leadership; 2) management structures and capacities; 3) clear and open communication; 4) shared learning, collaboration, and support; 5) ownership, engagement, and empowerment; and 6) partnerships. We further analyzed these six components as being interrelated to one another based on the relationship between culture, strategy, and technique in implementing quality improvement activities.
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22

ten Brummelhuis, Lieke L., Annemarije Oosterwaal, and Arnold B. Bakker. "Managing Family Demands in Teams." Group & Organization Management 37, no. 3 (March 15, 2012): 376–403. http://dx.doi.org/10.1177/1059601111435410.

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23

Pasmore, William A., and Susan Mlot. "Developing Self-Managing Work Teams." Compensation & Benefits Review 26, no. 4 (August 1994): 15–23. http://dx.doi.org/10.1177/088636879402600403.

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24

Chand, Sunil, and Maudie L. Holm. "MANAGING FOR RESULTS THROUGH TEAMS." Community College Journal of Research and Practice 22, no. 4 (January 1998): 363–79. http://dx.doi.org/10.1080/1066892980220405.

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25

Moore, Fiona. "Managing Multinational Teams: Global perspectives." Journal of International Management 12, no. 4 (December 2006): 513–15. http://dx.doi.org/10.1016/j.intman.2006.09.002.

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26

Hanson, Lee. "Society and self‐managing teams." International Journal of Social Economics 25, no. 1 (February 1998): 72–89. http://dx.doi.org/10.1108/03068299810194910.

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27

Navarro, James J. "Computer supported self‐managing teams." Journal of Organizational Computing 4, no. 3 (January 1994): 317–42. http://dx.doi.org/10.1080/10919399409540230.

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28

Schram, Peter. "Managing Insurgency." Journal of Conflict Resolution 63, no. 10 (March 29, 2019): 2319–53. http://dx.doi.org/10.1177/0022002719832963.

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Why would an insurgent group turn away foreign fighters who volunteered to fight for its cause? To explain variation in foreign fighter usage, I present a novel perspective on what foreign fighters offer to militant groups. Because foreign fighters possess a different set of preferences from local fighters, integrated teams of foreign and local fighters can self-manage and mitigate the agency problems that are ubiquitous to insurgent groups. However, to create self-managing teams, insurgent leadership must oversee the teams’ formation. When counterinsurgency pressure prevents this oversight, foreign fighters are less useful and the leadership may exclude them. This theory explains variation in foreign fighter use and agency problems within al Qaeda in Iraq (AQI; 2004 to 2010) and the Haqqani Network (2001–2018). Analysis of the targeting of Abu Musab al-Zarqawi, AQI’s former leader, further supports the theory, suggesting that leadership targeting inhibited oversight and aggravated agency problems within the group.
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29

Cleveland, Simon, Jennifer Duve, Julia Maltz, Michelle McConnell, Bency Oonnoonny, and Lisa L. Williams. "Best Practices for Managing Dispersed Teams." International Journal of Smart Education and Urban Society 13, no. 1 (January 2022): 1–16. http://dx.doi.org/10.4018/ijseus.297068.

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Virtual teams have become increasingly common, particularly in the wake of the COVID-19 pandemic. Various industries and organizations have transitioned to working remotely, and project management is no exception. Incorporating a dispersed team into the context of international projects further affects the project implementation, creating both benefits and challenges. This study examines the topic of international project management within dispersed teams and focuses on five core challenges, including: 1) language and communication issues, 2) time zone differences, 3) sociocultural differences, 4) motivation and negotiation issues, and 5) political issues. Using the five challenges as a foundation, study authors conducted semi-structured, open-ended interviews with project managers of diverse backgrounds to shed light on their experiences. Key findings from the interviews and scholarly research were utilized to generate best practices for project managers of dispersed teams spearheading global projects.
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30

Weerheim, Wilke, Lisa Van Rossum, and Wouter Dirk Ten Have. "Successful implementation of self-managing teams." Leadership in Health Services 32, no. 1 (January 24, 2019): 113–28. http://dx.doi.org/10.1108/lhs-11-2017-0066.

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Purpose Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to achieve sustainable results. Therefore, this paper aims to examine how working with self-managing teams can be implemented successfully in the mental health-care sector where various factors for the successful implementation are distinguished. Design/methodology/approach This qualitative case study is executed by analysing 18 interviews within two self-managing teams in a mental health-care organisation located in the Netherlands. A coding process is executed in two steps. The first step is open coding, to make small summarising notes within each interview section. The second step is refocused coding, where the open codes were collected, categorised and summarised by searching for recurrence and significance. The coding process is made visible within a code tree. This code tree formed the basis for writing the findings. Findings Success factors for the implementation of a self-managing team that resulted from this research are a clear task portfolio division, good relationships within the team and a coaching trajectory with attention for a possible negative past. Originality/value By having used a specific change management model, the Change Competence Model, it can be concluded that a high change capacity will positively influence the success of a self-managing team in the context of a mental health-care organisation.
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31

Grosse, Christine Uber. "Managing Communication within Virtual Intercultural Teams." Business Communication Quarterly 65, no. 4 (December 2002): 22–38. http://dx.doi.org/10.1177/108056990206500404.

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As global companies increasingly rely on virtual teams to conduct short- and long- term projects, business students need to be prepared to manage the communication of intercultural teams. Communicating across cultures using technology can be a difficult task. It requires understanding the advantages and limitations of technol ogy and how to build relationships via technology. Virtual team members need to choose an appropriate communication channel for their purposes and be sure to balance distance work with face-to-face communication. Team leaders should encourage open communication and brainstorming, and avoid assignment of blame. Other strategies for success include: 1) develop a network of good relation ships built on trust and understanding, 2) show respect for other cultures and lan guages, and 3) understand how diversity strengthens the team.
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32

Iles, Paul, and Paromjit Kaur Hayers. "Managing diversity in transnational project teams." Journal of Managerial Psychology 12, no. 2 (March 1997): 95–117. http://dx.doi.org/10.1108/02683949710164190.

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33

Humes, Michelle, and Anne H. Reilly. "Managing Intercultural Teams: the Eorganization Exercise." Journal of Management Education 32, no. 1 (October 31, 2007): 118–37. http://dx.doi.org/10.1177/1052562906294988.

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34

Behfar, Kristin, Ray Friedman, and Jeanne Brett. "Managing Co-occurring Conflicts in Teams." Group Decision and Negotiation 25, no. 3 (September 8, 2015): 501–36. http://dx.doi.org/10.1007/s10726-015-9450-x.

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35

Thoms, Peg, Jeffrey K. Pinto, Diane H. Parente, and Vanessa Urch Druskat. "Adaptation to Self-Managing Work Teams." Small Group Research 33, no. 1 (February 2002): 3–31. http://dx.doi.org/10.1177/104649640203300101.

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36

Glinkowska, Beata. "Managing Teams in the Multicultural Organizations." Journal of Intercultural Management 8, no. 2 (June 1, 2016): 55–70. http://dx.doi.org/10.1515/joim-2016-0009.

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Abstract A modern manager must possess multiple features and skills, which can allow him to solve problems and challenges occurring in management of multicultural teams. In each system an organization is different and it is impossible to create one coherent model of managing multicultural teams or organizations. A number of barriers and problems should be accounted for and the organizational diagnosis is a base for preparing strategies of adequate multicultural organization management. Due to the editorial restrictions, the main focus of the article is in problems and barriers in management of multicultural teams, including the role of a manager in this process.
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37

Cousins, Karlene C., Daniel Robey, and Ilze Zigurs. "Managing strategic contradictions in hybrid teams." European Journal of Information Systems 16, no. 4 (August 2007): 460–78. http://dx.doi.org/10.1057/palgrave.ejis.3000692.

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38

Godfrey Ochieng, Edward, and Andrew David Price. "Framework for managing multicultural project teams." Engineering, Construction and Architectural Management 16, no. 6 (November 6, 2009): 527–43. http://dx.doi.org/10.1108/09699980911002557.

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39

Neck, Christopher P., Mary L. Connerley, Carla A. Zuniga, and Sanjay Goel. "Family Therapy Meets Self-Managing Teams." Journal of Applied Behavioral Science 35, no. 2 (June 1999): 245–59. http://dx.doi.org/10.1177/0021886399352007.

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40

Hill, Kathryn. "Book Review: Managing Multi‐disciplinary Teams." Mental Health Review Journal 5, no. 1 (March 2000): 27. http://dx.doi.org/10.1108/13619322200000008.

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41

Thamhain, Hans J. "Managing innovative R&D teams." R and D Management 33, no. 3 (June 2003): 297–311. http://dx.doi.org/10.1111/1467-9310.00299.

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42

Glass, Kathleen K., and Lucinda M. Sanders. "Managing Organizational Handoffs with Empowered Teams." AT&T Technical Journal 71, no. 3 (May 6, 1992): 22–30. http://dx.doi.org/10.1002/j.1538-7305.1992.tb00162.x.

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43

Phulpagar, Santosh. "Managing Global Teams and a Multicultural Workforce." NHRD Network Journal 13, no. 4 (October 2020): 464–71. http://dx.doi.org/10.1177/2631454120971913.

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In order to enable organisations to succeed in contemporary times, it has become necessary for them to draw upon a range of actors located in different geographies. Instead of viewing the multiple cultures of employees located in different geographies as hindrances, it is useful for teams to view them as sources for designing a unique culture. Also, teams may benefit from embracing the paradoxes that are inherent to the context of globally distributed members. Teams need to recognize that the issue of utmost importance is the growth and evolution of their project. In order for a project to achieve its objectives, teams may need to build a balance between individual contributions and collective deliberations.
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44

Furst, Stacie A., Martha Reeves, Benson Rosen, and Richard S. Blackburn. "Managing the life cycle of virtual teams." Academy of Management Perspectives 18, no. 2 (May 2004): 6–20. http://dx.doi.org/10.5465/ame.2004.13837468.

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45

Veldsman, Theo H. "The philosophy behind self-managing work teams." South African Journal of Business Management 26, no. 4 (December 31, 1995): 152–60. http://dx.doi.org/10.4102/sajbm.v26i4.834.

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In recent times the work team, in contrast to the individual and his/her job, has been propagated as the most appropriate means around which to build the organization of the future. It is hoped that the use of the team as the basic building block of the future organization will release the desired synergy to meet the challenges posed by the new business order self-managing teams have been proposed as the pinnacle of the team-based organization. The purpose of this article is to discuss the philosophy behind self-managing work teams and indicate how they differ from traditional teams in organizations. Simultaneously an attempt is made to integrate the diverse literature on this concept in a conceptually sound but simple manner.
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46

Cusumano, Michael A. "Managing software development in globally distributed teams." Communications of the ACM 51, no. 2 (February 2008): 15–17. http://dx.doi.org/10.1145/1314215.1314218.

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47

McDonough, E. F., K. B. Kahn, and A. Griffin. "Managing communication in global product development teams." IEEE Transactions on Engineering Management 46, no. 4 (1999): 375–86. http://dx.doi.org/10.1109/17.797960.

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48

Freedman, Lucy D. "TA Tools for Self-Managing Work Teams." Transactional Analysis Journal 23, no. 2 (April 1993): 104–9. http://dx.doi.org/10.1177/036215379302300207.

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49

Crowley, Elaine. "Managing dispersed teams: new challenges, new solutions." Handbook of Business Strategy 6, no. 1 (December 2005): 209–12. http://dx.doi.org/10.1108/08944310510557486.

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50

Renkema, Maarten, Tanya Bondarouk, and Anna Bos-Nehles. "Transformation to self-managing teams: lessons learned." Strategic HR Review 17, no. 2 (April 9, 2018): 81–84. http://dx.doi.org/10.1108/shr-10-2017-0072.

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Purpose Although self-management is not a new phenomenon, there is a lack of understanding about how to transform organizations towards self-managing teams (SMTs). The purpose of this paper is to propose a guiding framework for how the empowerment process can be managed. Design/methodology/approach The paper sets out 12 guidelines on how to address the transition towards SMTs based on a case study at a large Dutch healthcare organization. The lessons are drawn from observations, documents and more than 55 interviews with key informants. Findings This paper provides a holistic overview of lessons learned from the transformation process towards SMTs. The 12 recommendations are targeted at four stakeholder groups, namely, the management/board, HRM department, coach-managers and members of the SMTs. Originality/value The originality lies in the systematic approach including lessons learned for all levels of the organization.
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