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Journal articles on the topic 'Self-managed teams'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 February 2022

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1

Nicholls, Chantell E., Henry W. Lane, and Mauricio Brehm Brechu. "Taking self-managed teams to Mexico." Academy of Management Perspectives 13, no. 3 (August 1999): 15–25. http://dx.doi.org/10.5465/ame.1999.2210310.

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2

Hurst, Keith, Jackie Ford, and Cath Gleeson. "Evaluating self‐managed integrated community teams." Journal of Management in Medicine 16, no. 6 (December 2002): 463–83. http://dx.doi.org/10.1108/02689230210450016.

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3

Poon-Richards, Craig. "Self-Managed Teams for Library Management." Journal of Library Administration 22, no. 1 (April 23, 1996): 67–84. http://dx.doi.org/10.1300/j111v22n01_05.

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4

Kulisch, Tony, and David K. Banner. "Self‐managed Work Teams: An Update." Leadership & Organization Development Journal 14, no. 2 (February 1993): 25–29. http://dx.doi.org/10.1108/01437739310032692.

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5

Thibodeaux, Mary S., and Sandy K. Faden. "Organizational Design for Self‐managed Teams." Industrial Management & Data Systems 94, no. 10 (December 1994): 20–25. http://dx.doi.org/10.1108/02635579410073495.

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6

Giordan, Judith C., and Angela M. Ahern. "Self-Managed Teams: Quality Improvement in Action." Research-Technology Management 37, no. 3 (May 1994): 33–37. http://dx.doi.org/10.1080/08956308.1994.11670981.

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7

Carte, Traci A., Laku Chidambaram, and Aaron Becker. "Emergent Leadership in Self-Managed Virtual Teams." Group Decision and Negotiation 15, no. 4 (July 2006): 323–43. http://dx.doi.org/10.1007/s10726-006-9045-7.

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8

Appelbaum, Steven H., Mary Bethune, and Rhonda Tannenbaum. "Downsizing and the emergence of self‐managed teams." Participation and Empowerment: An International Journal 7, no. 5 (August 1999): 109–30. http://dx.doi.org/10.1108/14634449910287837.

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9

Luis Alves Pais, Celso. "Self‐managed teams in the auto components industry." Team Performance Management: An International Journal 16, no. 7/8 (October 19, 2010): 359–87. http://dx.doi.org/10.1108/13527591011090646.

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10

Roper, Kathy O., and Deborah R. Phillips. "Integrating self‐managed work teams into project management." Journal of Facilities Management 5, no. 1 (February 27, 2007): 22–36. http://dx.doi.org/10.1108/14725960710726328.

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11

Magjuka, Richard J. "Survey: Self-managed teams achieve continuous improvement best." National Productivity Review 11, no. 1 (1991): 51–57. http://dx.doi.org/10.1002/npr.4040110107.

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12

Carroll, Bob. "Self-Managed knowledge teams simplify high-tech manufacturing." National Productivity Review 18, no. 2 (March 1999): 35–39. http://dx.doi.org/10.1002/npr.4040180207.

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13

Stokes, Stewart L. "MOVING TOWARD SELF-DIRECTION An Action Plan for Self-Managed Teams." Information Systems Management 11, no. 1 (January 1994): 40–46. http://dx.doi.org/10.1080/10580539408964618.

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14

Tallman, Rick. "Factors That Influence Relationships In Self-Managed Work Teams." International Journal of Management & Information Systems (IJMIS) 15, no. 4 (September 12, 2011): 105. http://dx.doi.org/10.19030/ijmis.v15i4.5807.

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Leaders and members have different roles in self-managed work teams. This paper examines the extent to which specific characteristics in the other relates to leaders and members perception of relationship quality. The results indicate that members values of fairness and honesty, their negative affective disposition, and their self-management ability were related to leaders perceptions of the quality of the relationship. From the members perspective the only significant predictor of the quality of the relationship was the leaders task ability. The characteristics of members and leaders that relate to the respective leader and member ratings of relationship quality appear to relate to their role enactment.

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15

Carte, Traci, and Aaron Becker. "Emergent Leadership in Self-managed Virtual Teams: A Replication." AIS Transactions on Replication Research 3 (December 2017): 1–12. http://dx.doi.org/10.17705/1atrr.00020.

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16

Solansky, Stephanie T. "Leadership Style and Team Processes in Self-Managed Teams." Journal of Leadership & Organizational Studies 14, no. 4 (May 2008): 332–41. http://dx.doi.org/10.1177/1548051808315549.

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17

Gust‐Thomason, Suzzanne, and John T. Yantis. "ASSESSMENT OF TEAM LEADER EFFECTIVENESS WITHIN SELF‐MANAGED TEAMS." Community College Journal of Research and Practice 22, no. 2 (January 1998): 159–67. http://dx.doi.org/10.1080/1066892980220207.

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18

Mcnair, Lisa D., Chad Newswander, Daniel Boden, and Maura Borrego. "Student and Faculty Interdisciplinary Identities in Self-Managed Teams." Journal of Engineering Education 100, no. 2 (April 2011): 374–96. http://dx.doi.org/10.1002/j.2168-9830.2011.tb00018.x.

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19

Singer, Joe, and Steve Duvall. "High-Performance Partnering by Self-Managed Teams in Manufacturing." Engineering Management Journal 12, no. 4 (December 2000): 9–16. http://dx.doi.org/10.1080/10429247.2000.11415087.

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20

Gilboa, Avi, and Malka Tal-Shmotkin. "String quartets as self-managed teams: An interdisciplinary perspective." Psychology of Music 40, no. 1 (November 8, 2010): 19–41. http://dx.doi.org/10.1177/0305735610377593.

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21

Hedlund, Jennifer. "What Do We Know About Self-Managed Work Teams?" Contemporary Psychology 44, no. 1 (February 1999): 37–39. http://dx.doi.org/10.1037/001926.

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22

Proença, Teresa. "Self-managed work teams: an enabling or coercive nature." International Journal of Human Resource Management 21, no. 3 (February 2010): 337–54. http://dx.doi.org/10.1080/09585190903546870.

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23

Yeatts, D. E., C. Cready, B. Ray, A. DeWitt, and C. Queen. "Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams." Gerontologist 44, no. 2 (April 1, 2004): 256–61. http://dx.doi.org/10.1093/geront/44.2.256.

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24

den Hartog, Sophie C., J. Malte Runge, Gudrun Reindl, and Jonas W. B. Lang. "Linking Personality Trait Variance in Self-Managed Teams to Team Innovation." Small Group Research 51, no. 2 (September 24, 2019): 265–95. http://dx.doi.org/10.1177/1046496419865325.

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Researchers have suggested that some personality traits are associated with better team functioning when team members are homogeneous, whereas other personality traits improve team functioning when team members are heterogeneous. This article extends these ideas to team innovation and examines (a) how team variance in extraversion, agreeableness, openness, and conscientiousness relates to innovation in teams; and (b) how these relationships dynamically evolve over time. Our study included 704 surveys completed by 243 team members in 32 teams, at three time points. Results revealed that teams with less variance in extraversion showed higher levels of team innovation. For agreeableness and openness, we did not find main effects of team heterogeneity on team innovation. For teams with low heterogeneity in agreeableness, however, team innovation decreased over time. Team variance in conscientiousness was negatively associated with team innovation. Our findings provide support that team personality plays a role for innovation.

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25

Bunderson, J. Stuart, and Peter Boumgarden. "Structure and Learning in Self-Managed Teams: Why “Bureaucratic” Teams Can Be Better Learners." Organization Science 21, no. 3 (June 2010): 609–24. http://dx.doi.org/10.1287/orsc.1090.0483.

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26

Adrian, Nana, and Marc Möller. "Self‐managed work teams: An efficiency‐rationale for pay compression." Journal of Economics & Management Strategy 29, no. 2 (February 12, 2020): 315–34. http://dx.doi.org/10.1111/jems.12339.

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27

Sexton, Carol. "Self‐managed Work Teams: TQM Technology at the Employee Level." Journal of Organizational Change Management 7, no. 2 (April 1994): 45–52. http://dx.doi.org/10.1108/09534819410056122.

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28

Tal‐Shmotkin, Malka, and Avi Gilboa. "Do behaviors of string quartet ensembles represent self‐managed teams?" Team Performance Management: An International Journal 19, no. 1/2 (March 2013): 57–71. http://dx.doi.org/10.1108/13527591311312097.

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29

Polley, Douglas, and Barbara Ribbens. "Sustaining self‐managed teams: a process approach to team wellness." Team Performance Management: An International Journal 4, no. 1 (February 1998): 3–21. http://dx.doi.org/10.1108/13527599810212087.

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30

Banner, David K. "Self-Managed Work Teams: an innovation whose time has come?" Creativity and Innovation Management 2, no. 1 (March 1993): 27–36. http://dx.doi.org/10.1111/j.1467-8691.1993.tb00066.x.

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31

Yang, Olivia. "Shared leadership in self-managed teams: A competing values approach." Total Quality Management 7, no. 5 (October 1996): 521–34. http://dx.doi.org/10.1080/09544129610621.

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32

de Jong, Ad, Ko de Ruyter, Sandra Streukens, and Hans Ouwersloot. "Perceived uncertainty in self‐managed service teams: an empirical assessment." International Journal of Service Industry Management 12, no. 2 (May 2001): 158–83. http://dx.doi.org/10.1108/09564230110387533.

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33

Yang, Seung-Bum, and Mary E. Guy. "The Effectiveness of Self-Managed Work Teams in Government Organizations." Journal of Business and Psychology 26, no. 4 (December 25, 2010): 531–41. http://dx.doi.org/10.1007/s10869-010-9205-2.

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34

Caplan, Victoria F., and Eunice S. P. Wong. "Diversity within unity: jazzing up sustainable information literacy teams." Library Management 37, no. 6/7 (August 8, 2016): 326–39. http://dx.doi.org/10.1108/lm-05-2016-0039.

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Purpose The purpose of this paper is to show how one medium-sized research library sustainably delivers large scale integrated library instruction via team efforts that allow for (and encourage) librarians diverse teaching approaches within a unified team. Design/methodology/approach This paper examines an individual case within the context of library and management research literature. Findings A self-managed library instruction team, using agreed upon learning outcomes and supported by good infrastructure, communication skills and tools, and within administration supportive of professional development and experimentation can sustainably delivery high volume, high-quality library instruction. Practical implications This paper may help other libraries learn how to develop their own self-managed teams to deliver sustainable high volume, high-quality library instruction. Originality/value This paper contributes to the literature on self-managed teams in librarianship and especially self-managed teams to deliver sustainable high volume information literacy. It also contributes to the small pool of literature using the jazz metaphor in library instruction.

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35

Valdes-Flores, Patricia, and Javier Arturo Campos-Rodriguez. "Personal Skills, Job Satisfaction, And Productivity In Members Of High Performance Teams." College Teaching Methods & Styles Journal (CTMS) 4, no. 1 (August 3, 2011): 81. http://dx.doi.org/10.19030/ctms.v4i1.5052.

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The intention of the study is to identify the development of personal skills, as well as the increase of job satisfaction and productivity of the employee, as a result of their participation in high performance teams. Volunteered in the study 139 members of self-managed teams belonging to the Production Area, 39 of Operational Administrative teams, 19 members of Cross-Functional teams and 6 of 6-Sigma Projects, all of them belonging to a company of the Maquiladora Industry in Tijuana, B.C., Mico. The study indicates that 100% of the members of the Production Area teams and the Operational Administrative teams developed some personal skills or increased their satisfaction or productivity as a result of their participation in some kind of self-managed team. In Cross-Functional teams members, the changes took place in the 94.3% of the cases and in the 97% of the 6-Sigma teams members. There was also a significant difference found between the results of the four types of self-managed teams studied. This paper provides information to CEOs regarding the importance of the design and the implementation of working programs for self-managed teams; these not only will strengthen the employee achievement of a greater satisfaction and productivity, but will also allow them to develop personal skills.

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36

Jabbouri, Nada Ismaeel, and Emad Mansi Hamoud. "The role of the effectiveness of self-managed teams in improving the quality of services / an applied study in Ramadi municipality." Journal of Economics and Administrative Sciences 26, no. 118 (April 1, 2020): 12–31. http://dx.doi.org/10.33095/jeas.v26i118.1852.

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This research aims to identify the effective role of self-managed teams in the quality of service performance in the directorate of Ramadi municipality. The problematic nature of our research involves this main question of the effective role of self-managed teams in the Municipality of Ramadi in improving the services of performance quality to the beneficiaries from the Directorate service. The importance of this study lies in the role played by the work teams in the organizations that excel in their field, the attendant of the changes in the leadership, administrative roles of the institutions, and teams leaders, will be achieved by the self-managed teams in improving the quality of the service provided by the institution to which these teams belong if the activation of those teams. The researchers have adopted the checklists to collect data and information from the research community and conducting interviews with the team leaders in Ramadi Municipality, which consists of (23) teams. The researchers are reached a number of conclusions, the most important of which is that there are no self-managed teams in the directorate of Ramadi municipality. Despite its presence within the official organizational structure of the directorate through the partition of Ramadi city into official service sectors for each sector, a municipal department is responsible for its. The municipality is supposed to be mini-municipality works with the system of self-managed teams.

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37

Zafft, Carmen, Stephanie Adams, and Gina Matkin. "Measuring leadership in self-managed teams using the competing values framework." IEEE Engineering Management Review 39, no. 1 (2011): 46–58. http://dx.doi.org/10.1109/emr.2011.5729973.

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38

Chaston, Ian. "Self-managed Teams: Assessing the Benefits for Small Service-sector Firms." British Journal of Management 9, no. 1 (March 1998): 1–12. http://dx.doi.org/10.1111/1467-8551.00071.

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39

Kainen, Timm L., Sheila Simsarian Webber, and David P. Boyd. "Morton Electronics: The Collapse Of High-Performance, Self-Managed Work Teams." Journal of Business Case Studies (JBCS) 4, no. 1 (June 27, 2011): 79. http://dx.doi.org/10.19030/jbcs.v4i1.4746.

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It was clear that top management was seriously pondering the long-term viability of Robert Mitchells manufacturing groupat least as it was currently structured. Robert sat at his desk wondering what he could do to keep his job as manager and maintain control of the group. He concluded that he needed to do more than develop some kind of cost savings plan. He needed to think outside the box and come up with something more spectacular to impress top management. He would take the lemons and make lemonade.

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40

Elloy, David. "ORGANIZATIONAL PREDICTORS OF EXTERNAL LEADER BEHAVIORS IN SELF-MANAGED WORK TEAMS." California Business Review 1, no. 2 (June 1, 2013): 53–58. http://dx.doi.org/10.18374/cbr-1-2.5.

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41

Zafft, Carmen R., Stephanie G. Adams, and Gina S. Matkin. "Measuring Leadership in Self-Managed Teams Using the Competing Values Framework." Journal of Engineering Education 98, no. 3 (July 2009): 273–82. http://dx.doi.org/10.1002/j.2168-9830.2009.tb01024.x.

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42

Markova, Gergana, and John T. Perry. "Cohesion and individual well-being of members in self-managed teams." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 429–41. http://dx.doi.org/10.1108/lodj-04-12-0058.

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Purpose – The purpose of this paper is to investigate interactions among members of self-managed teams (SMTs). The authors were interested in how leader emergence, group potency, and opinion compliance were related to team cohesion and member well-being. Design/methodology/approach – In a simulated business environment, the authors surveyed 236 students working in 54 SMTs. Participants reported their interactions and experiences at several points of time during class. Individual responses about team cohesion and group potency were aggregated for the purposes of the analysis. Findings – The paper found that leader emergence was associated with reduced cohesion among members and diminished individual well-being. Group potency was modestly associated with better cohesion among team members. Participants of more cohesive groups reported higher individual well-being. Opposite to the predictions, opinion compliance was not significantly related to individual well-being. Research limitations/implications – Within the limitations of the study design, the results suggest that leader emergence may have adverse effect on team interactions. Future research should investigate the positive and negative implications of an emerging leader in SMTs. Practical implications – The broad application of SMTs in organizations necessitates a critical examination of team dynamics and individual experiences of members. Along with team productivity, managers should consider the effects of team interactions on employees’ well-being. Employees who are drawn to more discretionary work such as SMTs may not favor leader emergence. Originality/value – The findings suggest that leader emergence may have negative implications for other team members and the overall team functioning.

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43

Proenca, Teresa. "Self-managed work teams: a lean or an autonomous teamwork model?" International Journal of Human Resources Development and Management 9, no. 1 (2009): 59. http://dx.doi.org/10.1504/ijhrdm.2009.021555.

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44

Elmuti, Dean. "Self‐managed work teams approach: creative management tool or a fad?" Management Decision 35, no. 3 (April 1997): 233–39. http://dx.doi.org/10.1108/00251749710169440.

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45

Watson, Rick M. "Implementing self‐managed process improvement teams in a continuous improvement environment." TQM Magazine 10, no. 4 (August 1998): 246–57. http://dx.doi.org/10.1108/09544789810222612.

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46

Kleeper, R., C. Litecky, and T. W. Jones. "Self managed teams and MIS productivity: literature, model and field study." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 20, no. 1 (April 1989): 36–38. http://dx.doi.org/10.1145/71232.71240.

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47

Renn, Robert W., Dale E. Yeatts, and Cloyd Hyten. "High-Performing Self-Managed Work Teams: A Comparison of Theory and Practice." Academy of Management Review 23, no. 4 (October 1998): 816. http://dx.doi.org/10.2307/259067.

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48

Perry, Emmett E., Dennis F. Karney, and Daniel G. Spencer. "Team establishment of self‐managed work teams: a model from the field." Team Performance Management: An International Journal 19, no. 1/2 (March 2013): 87–108. http://dx.doi.org/10.1108/13527591311312114.

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49

Henkin, Alan B., and Jay R. Dee. "The Power of Trust: Teams and Collective Action in Self-Managed Schools." Journal of School Leadership 11, no. 1 (January 2001): 48–62. http://dx.doi.org/10.1177/105268460101100104.

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50

Zárraga, Celia, and Jaime Bonache. "The Impact of Team Atmosphere on Knowledge Outcomes in Self-managed Teams." Organization Studies 26, no. 5 (May 2005): 661–81. http://dx.doi.org/10.1177/0170840605051820.

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This study defines the construct of team atmosphere and provides a framework within which causes and consequences of team atmosphere in knowledge transfer and creation can be empirically investigated. Data were collected using a survey of 363 individuals of 12 companies who worked in self-managed teams. As predicted, results indicated that a ‘high care’ atmosphere among team members favours both the transfer and the creation of knowledge. Findings also showed that certain management initiatives foster this type of atmosphere. The study concludes with some recommendations for future research in this area.

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