Relevant bibliographies by topics / Team e performance

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  1. Dissertations / Theses

Academic literature on the topic 'Team e performance'

Author: Grafiati
Published: 11 March 2023

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Dissertations / Theses on the topic "Team e performance"

1

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.<br>Includes bibliographical references (leaves 191-202).<br>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 Bu
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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 differ
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3

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
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4

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 amon
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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 te
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6

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
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7

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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8

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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9

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<br>Department of Educational Leadership<br>Sarah J. Fishback<br>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 approa
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10

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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