Relevant bibliographies by topics / Team e performance

Academic literature on the topic 'Team e performance'

Author: Grafiati
Published: 11 March 2023

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Journal articles on the topic "Team e performance"

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Thompson, Britta M., Paul Haidet, Nicole J. Borges, Lisa R. Carchedi, Brenda J. B. Roman, Mark H. Townsend, Agata P. Butler, David B. Swanson, Michael P. Anderson, and Ruth E. Levine. "Team cohesiveness, team size and team performance in team-based learning teams." Medical Education 49, no. 4 (March 20, 2015): 379–85. http://dx.doi.org/10.1111/medu.12636.

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Van Mierlo, Heleen, and Edwin A. J. Van Hooft. "Team Achievement Goals and Sports Team Performance." Small Group Research 51, no. 5 (May 8, 2020): 581–615. http://dx.doi.org/10.1177/1046496420913119.

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This study focuses on team achievement goals and performance outcomes in interdependent sports teams. Team achievement goals reflect shared motivational states that exist exclusively at the team level. In a survey among 310 members of 29 premier-league field-hockey teams, team-level performance-approach, performance-avoidance, mastery-approach, and mastery-avoidance achievement goals explained 69% of the overall variance in team performance and 16% after controlling for previous performance. Teams performed better to the extent they were more approach- and less avoidance oriented in terms of both mastery and performance, although mastery-approach goals related to early-season team performance rather than predicting later changes in team performance.
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English, Andrew, Richard L. Griffith, and Lisa A. Steelman. "Team Performance." Small Group Research 35, no. 6 (December 2004): 643–65. http://dx.doi.org/10.1177/1046496404266320.

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Mach, Merce, and Yehuda Baruch. "Team performance in cross cultural project teams." Cross Cultural Management 22, no. 3 (August 3, 2015): 464–86. http://dx.doi.org/10.1108/ccm-10-2014-0114.

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Purpose – The purpose of this paper is to test the conditional effect of team composition on team performance; specifically, how collective team orientation, group consensus, faultline configurations and trust among team members explain the objective performance of project teams in cross-cultural contexts. Design/methodology/approach – Employing path analytical framework and bootstrap methods, the authors analyze data from a sample of 73 cross cultural project teams. Relying on ordinary least-squares regression, the authors estimate the direct and indirect effects of the moderated mediation model. Findings – The findings demonstrate that the indirect effect of collective team orientation on performance through team trust is moderated by team member consensus, diversity heterogeneity and faultlines’ strength. By contrast, high dispersion among members, heterogeneous team configurations and strong team faultlines lead to low levels of trust and team performance. Research limitations/implications – The specific context of the study (cross-cultural students’ work projects) may influence external validity and limit the generalization of the findings as well as the different compositions of countries-of-origin. Practical implications – From a practical standpoint, these results may help practitioners understand how the emergence of trust contributes to performance. It will also help them comprehend the importance of managing teams while bearing in mind the cross-cultural contexts in which they operate. Social implications – In order to foster team consensus and overcome the effects of group members’ cross-cultural dissimilarities as well as team faultlines, organizations should invest in improving members’ dedication, cooperation and trust before looking to achieve significant results, specially in heterogeneous teams and cross-cultural contexts. Originality/value – The study advances organizational group research by showing the combined effect of team configurations and collective team orientation to overall team performance and by exploring significant constructs such as team consensus, team trust and diversity faultline strength to examine their possible moderated mediation role in the process.
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Fujimura, Makoto. "The influence of team reflections on team performance in sports teams." Proceedings of the Annual Convention of the Japanese Psychological Association 83 (September 11, 2019): 3A—010–3A—010. http://dx.doi.org/10.4992/pacjpa.83.0_3a-010.

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Park, HeeJin. "The relationship of team learning behavior to team performance." Korean Journal of Industrial and Organizational Psychology 24, no. 3 (August 31, 2011): 651–72. http://dx.doi.org/10.24230/kjiop.v24i3.651-672.

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The purpose of this study was to meta-analyze the research examining the effects of team learning behavior on team performance. In addition, team size, team type and study setting were investigated as potential moderators of the relationship between team learning behavior and team performance. In total, the database consisted of 21 effect sizes of 17 studies. They were analyzed by using Hunter & Schmidt (2004) meta-analytic procedure. The results indicated that team learning behavior was positively related to team performance and team innovation. The findings suggested that team size, team type, and study setting moderate the relationship of team learning behavior to team performance. The relationship of team learning behavior and team performance was stronger in small teams than in medium and large teams. The stronger relationship of team learning to team performance in project teams was found. Finally, the stronger relationship of team learning behavior to team performance in academic setting than organizational setting was shown. However, in small teams and the academic setting the number of independent studies was less than 5, so it was important to interpret with caution. The implication and limitations of this research were discussed.
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Semrau, Thorsten, Norbert Steigenberger, and Hendrik Wilhelm. "Team political skill and team performance." Journal of Managerial Psychology 32, no. 3 (April 10, 2017): 239–53. http://dx.doi.org/10.1108/jmp-03-2016-0074.

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Purpose The purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team. Design/methodology/approach Data from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression. Findings The results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance. Research limitations/implications This study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics. Practical implications To enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions. Originality/value The study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.
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Kneisel, Evi. "Team reflections, team mental models and team performance over time." Team Performance Management: An International Journal 26, no. 1/2 (February 28, 2020): 143–68. http://dx.doi.org/10.1108/tpm-09-2018-0061.

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Purpose Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship. Design/methodology/approach Within a longitudinal experimental study on 22 student project teams working on a complex problem-solving task, the effects of repeated team reflection interventions on the development of team performance and team mental models over six measuring times were analysed. Findings Results show that team reflections caused significant increases in team performance and team mental models over time. Results also provide evidence that team mental models’ quality mediates the effects of team reflections on team performance. Research limitations/implications The results are interesting for both research fields, team reflection and team mental models, as the findings indicate the merits of recurrent reflection for improving team mental models’ quality. Practical implications For organisational practice, the question of how reflection processes can be deliberately triggered in teams and effectively integrated into the daily routine should be considered. Originality/value The findings accentuate the role of team reflections for improving team performance team mental models over time. By continuous reflecting teams increase awareness and insights into effective team processes and strategies (i.e. shared and accurate team mental models), which lead to better performance.
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Jha, Sumi. "Team psychological safety and team performance." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 903–24. http://dx.doi.org/10.1108/ijoa-10-2018-1567.

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Purpose The purpose of this paper is to examine the relationships between team psychological safety and team performance and to test the mediating effect of learning orientation and moderating effect of psychological empowerment on that relationship. Design/methodology/approach Data were collected from 50 teams and 345 team members from 20 different organizations. The moderated mediation analysis of psychological empowerment was tested using hierarchical regression analysis (PROCESS Macro) in SPSS. Findings The results show that higher the psychological empowerment, higher is the effect of psychological safety and learning orientation on team performance. Results supported the moderated mediation analysis of psychological empowerment. Practical implications Given that psychological empowerment and learning orientation of team members will effect team performance, organizational efforts to foster psychological empowerment should be rewarding. Focusing on channelizing team psychological safety to improve team members’ relationship, openness and comfort with each other will increase team performance. Originality/value The study incorporated learning orientation and psychological empowerment to redefine the relationship between psychological safety and team performance.
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Tchupo, Dominique Engome, Sivamanoj Sreeramakavacham, Jung Hyup Kim, and Gretchen A. Macht. "Fuzzy Logic Patterns Communication and Team Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 61, no. 1 (September 2017): 145–49. http://dx.doi.org/10.1177/1541931213601519.

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Analyzing the complex maze of content and flow in communication between team members could help unlock researchers’ understanding of team performance. This research analyzes the communication patterns of two teams, based on their team performance, in order to test and expand a developing team mapping technique to assess content and flow between team members. A two-pronged methodology was executed: (1) communication data processing by (a) classifying utterances into content topics and flow, (b) indexing the speech acts, and (c) validation, and (2) analyzing the communication patterns using augmented fuzzy cognitive maps (FCMs). The strengths of the relationships among key communication concepts were estimated and compared between the two, low and high, performance teams’ FCMs. The results indicated that FCMs could apply to larger teams and in an alternate domain. The FCM communication patterns recognized that the “providing information” concept was significantly different between the high and low team performances. This research demonstrates that, using fuzzy logic, different patterns can assist in understanding team performance while providing insights into complex team communication dynamics.
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Dissertations / Theses on the topic "Team e performance"

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Foo, Maw-Der 1965. "Team design and performance : a study of short-term enterpreneurial teams." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/50526.

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Thesis (Ph.D.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.
Includes bibliographical references (leaves 191-202).
In this dissertation, I study the factors that influence the performance of short-term teams engaged in an entrepreneurial activity. This is an important area to study because team-started businesses account for a disproportionately greater number of high-growth firms (Kamm, Shuman and Seeger, 1990). Unfortunately, there has been limited research on team started businesses. The entrepreneurial teams that I study are participants in the MIT $50K Business Plan Competition. This sample is chosen because business plan competitions are increasingly becoming the meeting place for new ideas, people interested in starting business ventures and others who are interested in participating in these ventures (e.g., patent attorneys, investors and venture capitalists). In addition, the sample overcomes some problems typical of many entrepreneurship studies including left censoring biases, population identification and low response rates. Chapter 1 is an overview of the thesis while chapter 2 describes the entrepreneurial activities at MIT. Chapter 3 describes the MIT $50K Business Plan Competition and elaborates the steps taken to collect information from competition participants. Since entrepreneurial team performance is influenced by factors both internal and external to the team, this thesis takes a comprehensive approach, presenting three papers that explore the effects of team composition, team design and external contacts on entrepreneurial team performance. Both external and team-member evaluations of entrepreneurial team performance are used. Both evaluations are important because positive external evaluations can increase the venture's chances of getting resources (e.g., Roberts, 1991a) while positive internal evaluations can increase the chance that members will be satisfied with their teams and continue in team involvement (e.g., Hackman, 1987). The first paper, described in chapter 4, explores the influence of team design, both team structure and member interaction, on short-term entrepreneurial team performance. The findings show that there are different drivers of performance. While task design predicts external evaluations of performance, the way in which members interact predicts member-rated performance. The second paper, described in chapter 5, explores the influence of team-member functional diversity on short-term entrepreneurial team performance, with team design as the mediating variable. This study shows the need to investigate the indirect effects of functional diversity on performance and to distinguish between external and team-member evaluations. The results show that functional diversity has negative indirect effect on member-rated performance but no effect on external-rated performance. The third paper, described in chapter 6, explores the influence of member contacts with people outside the team on short-term entrepreneurial team performance. The study shows that high-performing teams gather a range of information and are efficient in information gathering. The study shows that social capital concepts, such as strong and weak ties, can be integrated with the team literature. The concluding chapter proposes a model that combines the influence of internal and external factors on entrepreneurial team performance. The chapter also summarizes the findings and compares them to the new venture and team literatures. Finally, areas for future research are proposed.
by Maw-Der Foo.
Ph.D.
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Willbanks, Kristi D. "Relationship of Team Training Components to Perceptions of Team Performance." Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4376/.

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The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.
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Senior, Barbara. "Assessing team performance." Thesis, University of East London, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.532503.

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This thesis presents two studies of alternative methodologies for assessing team performance, specifically in the context of teams for which there are no objective performance criteria. The first study derived its methodology from personal construct theory to explore the viability of using repertory grid technique, firstly to generate team performance constructs and then to use these to assess team performance. The team performance constructs that emerged from the first study were used to give construct validity to the second study that consisted of the development of a questionnaire (the Team Performance Survey) for assessing team performance. Exploratory factor analysis, together with internal consistency assessment, was used to develop three possible scale structures. Confirmatory factor analysis assisted in the establishment of the final seven-scale version of the questionnaire. The outcomes from these studies show that the use of repertory grid technique does provide a useful and interesting method of measuring of team performance and, that given time and resources, this could well be a better method of assessment than that of generic questionnaires. Having said this, the generic questionnaire developed directly from the earlier study, lays claim to validity and reliability through its base in the perceptions of team members and the rigorous process of psychometric testing employed to produce the final version. The thesis concludes with a discussion of the advantages and disadvantages of these two approaches to team performance assessment. Suggestions for future research are made.
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Kennedy, Frances Anne. "Team performance: Using financial measures to evaluate the effect of support systems on team performance." Thesis, University of North Texas, 2002. https://digital.library.unt.edu/ark:/67531/metadc3133/.

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Organizations invest in team-based systems in order to generate innovative practices that will give them a competitive edge. High-performing teams require training and other support systems to gain the skills they need as well as to create and maintain an environment conducive to their success. The challenge for managers is to make resource allocation decisions among investment alternatives to maximize team effectiveness and still ensure a financial return for company investors. This study has three objectives. The first objective is to investigate whether there is a positive relationship among organizational environment, team potency (the team's collective belief it will succeed) and team performance. Results indicate that the presence of four organizational support systems influences team potency and performance. These support systems are the Design and Measurement, Rewards, Training and Communications Systems. In addition, results indicate that team potency is a mediating variable between the Design and Measurement and Communications Systems and team performance. These results suggest that companies are able to influence team performance by investing in environmental support systems. The second objective is to examine whether team members and managers view the organizational environment differently. Results indicate that managers view the Training and Communications Systems as more important, while teams perceive the Design and Measurement System and the Rewards System to be more important to their success. Since the systems that team managers view as important may influence their investment decisions, these differences may suggest a resource alignment issue. Third, a measure of team effectiveness based on financial measures is introduced. Published literature emphasizes attitudinal, behavioral and operational measures of performance. A financial measure offers a method of evaluating performance that is similar to methods used in capital budgeting and may be consistently applied across different types of teams with different purposes. The data collection process was performed by persons external to the team and covered a 12-month period. This method led to a loss of information and did not accurately portray team performance. However, the teams that were successful in calculating project savings were different types of teams from both manufacturing and service industries. This result is encouraging and warrants further investigation.
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Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.

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The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.
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Fink, Gerhard, Anne-Katrin Neyer, Marcus Kölling, and Sylvia Meierewert. "An integrative model of multinational team performance." Europainstitut, WU Vienna University of Economics and Business, 2004. http://epub.wu.ac.at/272/1/document.pdf.

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We provide a framework for understanding managerial implications of multinational teams. In addition to context, four major categories of variables have a determining influence on multinational team performance: universal values, norms of behavior, perceptions of others and self, and personality traits. Size of teams, kind of task, learning opportunities, power and interests change the effects of these variables. Of particular importance is the team implementation process, which can neutralize adverse effects of wrong perceptions, helps to establish team norms and, thus, contributes to success of multinational teams. (author's abstract)
Series: EI Working Papers / Europainstitut
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Payton, Gaea Megan. "Team Coordination as a Mediator of Stress Appraisals and Team Performance." Wright State University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=wright1271197412.

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Leiva, Neuenschwander Pedro Ignacio. "The influence of team mental models and team planning on team performance." [College Station, Tex. : Texas A&M University, 2006. http://hdl.handle.net/1969.1/ETD-TAMU-1853.

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Hilton, Bradley C. "Impacts of the leader team exercise on team performance." Diss., Kansas State University, 2014. http://hdl.handle.net/2097/18630.

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Doctor of Education
Department of Educational Leadership
Sarah J. Fishback
In today’s interconnected world, teams must form quickly, learn and adapt to overcome challenges regardless of the environment. For example, complexity in responding to natural disasters or man-made political, economic and security crises often requires the ability to learn collaboratively to minimize human suffering and protect property. When teams find success, the operation succeeds beyond what a single organization can provide, but when teams fail they can make a bad situation worse. Leveraging an approach called a Leader Team Exercise (LTX), teams can generate the shared qualities of understanding, confidence and competence in a structured manner to accelerate learning and performance. This research study investigated the potential of an LTX through initial research in a within-subjects experimental design of the 161st Artillery Battalion, Kansas Army National Guard as they negotiated obstacles located on the Fort Riley, Kansas Field Leaders Reaction Course (FLRC). The quantitative data collected was evaluated employing non-parametric statistical tests to answer five research questions about the relationship of the LTX to dependent variables of team performance, shared understanding and shared confidence to further explore field observations of learning action teams. The study provides new knowledge to further advance understanding of the LTX and its relationship to team performance and learning. In addition, the study also offers a source of data as a foundation for future research to continue investigation into the full depth and breadth of the LTX in other settings and conditions. The study found a relationship among the dependent variables and the FLRC, as well as a relationship between the LTX and team demographics related to shared understanding and performance. The findings also advance the adult education body of knowledge about learning dynamics, which occur outside the classroom. The implications to improve teams that rapidly form, disband, and form again will impact adult learning in a wide spectrum of applications in the government, academia and industry. Finally, the study offers recommendations for future areas of research and practical application based on current knowledge for the Kansas National Guard and others who might use or plan on using the LTX in the future.
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Woodford, Taylor Lynn. "TEAM CHARTERS AND PERFORMANCE. THE IMPACT OF EARLY PLANNING MECHANISMS ON TEAM PROCESSES AND PERFORMANCE." Ohio University Honors Tutorial College / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1555944534471593.

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Books on the topic "Team e performance"

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Martin, Beyerlein Michael, Johnson Douglas A, and Beyerlein Susan T, eds. Team performance management. Stamford, Conn: JAI Press, 2000.

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Henry, Browning, ed. Maintaining team performance. Greensboro, N.C: Center for Creative Leadership, 2003.

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Rapid team deployment: Building high-performance project teams. Menlo Park, Calif: Crisp Publications, 1995.

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Powell, Graham. Managing team performance: A handbook for team leaders. Bristol: TLO, 2002.

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Dyer, William G. Team building: Proven strategies for improving team performance. 4th ed. San Francisco: Jossey-Bass, 2007.

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H, Dyer Jeffrey, and Dyer William G, eds. Team building: Proven strategies for improving team performance. 5th ed. San Francisco, CA: Jossey-Bass, 2013.

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Passos, Pedro. Performance Analysis in Team Sports. Abingdon, Oxon ; New York, NY : Routledge is an imprint of the: Routledge, 2016. http://dx.doi.org/10.4324/9781315739687.

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Heinemann, Gloria D., and Antonette M. Zeiss, eds. Team Performance in Health Care. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-0581-5.

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M, Levine John, and U.S. Army Research Institute for the Behavioral and Social Sciences., eds. Personnel turnover and team performance. [Arlington, Va.]: U.S. Army Research Institute for the Behavioral and Social Sciences, 2005.

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Buchholz, Steve. Creating the high performance team. New York: Wiley, 1987.

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Book chapters on the topic "Team e performance"

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Goldman, Bentzy, and Peter Taylor. "Team performance." In Team Analytics, 20–22. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003177753-12.

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Blumberg, Herbert, M. Valerie Kent, A. Paul Hare, and Martin F. Davies. "Team Performance." In Small Group Research, 119–66. New York, NY: Springer New York, 2011. http://dx.doi.org/10.1007/978-1-4614-0025-7_5.

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Grandjean, Marcellin, and Colin Dargent. "Understanding Team Performance Indicators in Team Academy." In Team Academy: Leadership and Teams, 6–19. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-1.

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Goldman, Bentzy, and Peter Taylor. "Sports psychology and team performance." In Team Analytics, 24–28. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003177753-14.

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Goldman, Bentzy, and Peter Taylor. "Servant leadership and team performance." In Team Analytics, 23. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003177753-13.

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Goldman, Bentzy, and Peter Taylor. "The truth about project team performance." In Team Analytics, 86–87. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003177753-29.

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Nichols, Linda O., Alice M. DeFriese, and Charlotte C. Malone. "Team Process." In Team Performance in Health Care, 71–88. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-0581-5_6.

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Waite, Martha S., and Stephanie B. Hoffman. "Team Productivity." In Team Performance in Health Care, 89–111. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-0581-5_7.

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Boral, Sumanta. "Domain IV: Team Performance." In Ace the PMI-ACP® exam, 167–99. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4842-2526-4_5.

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Maritz, Morné. "High performance team coaching." In Coaching and Mentoring in the Asia Pacific, 155–66. New York: Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315630014-17.

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Conference papers on the topic "Team e performance"

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Michalička, Tomáš. "Work Team Performance: Role of Team Diversity." In International Scientific Days 2022. Slovak University of Agriculture in Nitra, Slovakia, 2022. http://dx.doi.org/10.15414/isd2022.s1.11.

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Zhang, Hong-mei. "The Project Team Reflexivity's Effects on Team Performance." In 3d International Conference on Applied Social Science Research (ICASSR 2015). Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icassr-15.2016.13.

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Chen, Pei-Chi, Ching-Chin Chern, and Chung-Yang Chen. "Software Project Team Characteristics and Team Performance: Team Motivation as a Moderator." In 2012 19th Asia-Pacific Software Engineering Conference (APSEC). IEEE, 2012. http://dx.doi.org/10.1109/apsec.2012.152.

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Chen, Xuezhong, Na Zhang, and Zhaohan Sheng. "Team Social Capital and its Impact on Team Performance." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1671.

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Fussell, Susan R., Robert E. Kraut, F. Javier Lerch, William L. Scherlis, Matthew M. McNally, and Jonathan J. Cadiz. "Coordination, overload and team performance." In the 1998 ACM conference. New York, New York, USA: ACM Press, 1998. http://dx.doi.org/10.1145/289444.289502.

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Kleinberg, Jon, and Maithra Raghu. "Team Performance with Test Scores." In EC '15: ACM Conference on Economics and Computation. New York, NY, USA: ACM, 2015. http://dx.doi.org/10.1145/2764468.2764496.

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Sperry, Richard, and Antonie Jetter. "Mergers and Acquisitions: Team Performance." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349333.

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Navarro, Marco Vinicio Ferruzca, Jorge Rodrigues Martinez, Josep Ma Monguet Fierro, and Alejandro Trejo Omenaca. "Team equilibrium and innovation performance." In 2013 IEEE Tsinghua International Design Management Symposium (TIDMS). IEEE, 2013. http://dx.doi.org/10.1109/tidms.2013.6981212.

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Coovert, Michael D., and Janis A. Cannon-Bowers. "Process Models of Team Performance." In 1991 American Control Conference. IEEE, 1991. http://dx.doi.org/10.23919/acc.1991.4791871.

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Can, Yeşim. "Influence Of Knowledge Quality And Team Climate On Team Performance." In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.4.

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Reports on the topic "Team e performance"

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Singer, Michael J., Stuart C. Grant, Patrick M. Commarford, Jason P. Kring, and Merrill Zavod. Team Performance in Distributed Virtual Environments. Fort Belvoir, VA: Defense Technical Information Center, August 2001. http://dx.doi.org/10.21236/ada396996.

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Wood, D. E., R. U. Curl, D. R. Armstrong, J. R. Cook, M. R. Dolenc, D. C. Kocher, K. W. Owens, E. P. Regnier, G. W. Roles, and R. R. Seitz. Performance assessment task team progress report. Office of Scientific and Technical Information (OSTI), May 1994. http://dx.doi.org/10.2172/10191488.

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Hogan, Robert, Susan Raza, Dawn Metz, and James E. Driskell. Effective Team Performance in Military Environments. Fort Belvoir, VA: Defense Technical Information Center, December 1986. http://dx.doi.org/10.21236/ada181003.

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Freeman, Jared T., James A. Pharmer, Christy Lorenzen, Thomas P. Santoro, and David Kieras. Complementary Methods of Modeling Team Performance. Fort Belvoir, VA: Defense Technical Information Center, January 2002. http://dx.doi.org/10.21236/ada461076.

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Weiss, David J., and James Shanteau. Performance Evaluation of Expert Team Members. Fort Belvoir, VA: Defense Technical Information Center, June 2007. http://dx.doi.org/10.21236/ada469702.

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Forsythe, James Chris, Matthew R. Glickman, Michael Joseph Haass, and Jonathan H. Whetzel. A data driven approach to assess team performance through team communication. Office of Scientific and Technical Information (OSTI), November 2012. http://dx.doi.org/10.2172/1057247.

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Weidmann, Ben, and David Deming. Team Players: How Social Skills Improve Group Performance. Cambridge, MA: National Bureau of Economic Research, May 2020. http://dx.doi.org/10.3386/w27071.

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Marx, Benjamin, Vincent Pons, and Tavneet Suri. Diversity and Team Performance in a Kenyan Organization. Cambridge, MA: National Bureau of Economic Research, April 2021. http://dx.doi.org/10.3386/w28655.

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Moon, Il-Chul, Kathleen M. Carley, Mike Schneider, and Oleg Shigiltchoff. Detailed Analysis of Team Movement and Communication Affecting Team Performance in the America's Army Game. Fort Belvoir, VA: Defense Technical Information Center, July 2005. http://dx.doi.org/10.21236/ada456149.

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Sperling, Brian K., Amy Pritchett, Arthur Estrada, and Gina E. Adam. Information Distribution in Complex Systems to Improve Team Performance. Fort Belvoir, VA: Defense Technical Information Center, January 2006. http://dx.doi.org/10.21236/ada442749.

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