Relevant bibliographies by topics / Team effectivene

Academic literature on the topic 'Team effectivene'

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Published: 9 March 2023
Last updated: 10 March 2023

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Journal articles on the topic "Team effectivene"

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Piccoli, Gabriele, Anne Powell, and Blake Ives. "Virtual teams: team control structure, work processes, and team effectiveness." Information Technology & People 17, no. 4 (December 2004): 359–79. http://dx.doi.org/10.1108/09593840410570258.

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Carlson, John R., Dawn S. Carlson, Emily M. Hunter, Randal L. Vaughn, and Joey F. George. "Virtual Team Effectiveness." Journal of Organizational and End User Computing 25, no. 2 (April 2013): 1–18. http://dx.doi.org/10.4018/joeuc.2013040101.

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The work of virtual teams is increasingly important to today’s organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.
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van der Haar, Selma, Mieke Koeslag-Kreunen, Eline Euwe, and Mien Segers. "Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams." Small Group Research 48, no. 2 (February 10, 2017): 215–48. http://dx.doi.org/10.1177/1046496417689897.

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Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.
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Delgado Piña, María Isabel, Ana María Romero Martínez, and Luis Gómez Martínez. "Teams in organizations: a review on team effectiveness." Team Performance Management: An International Journal 14, no. 1/2 (March 7, 2008): 7–21. http://dx.doi.org/10.1108/13527590810860177.

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Delva, Dianne, Margaret Jamieson, and Melissa Lemieux. "Team effectiveness in academic primary health care teams." Journal of Interprofessional Care 22, no. 6 (January 2008): 598–611. http://dx.doi.org/10.1080/13561820802201819.

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Tiejun, Wu, Wang Wenjun, Bi Xin, and Liu Dianzhi. "Mediating Effect of Team Trust Between Team Conflict and Team Effectiveness in Self-management Teams." Journal of Applied Sciences 13, no. 9 (April 15, 2013): 1504–8. http://dx.doi.org/10.3923/jas.2013.1504.1508.

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Arora, Rachna, Sandeep Gajendragadkar, and Netra Neelam. "Team Effectiveness: A Key to Success in ‘IT Organizations’." Australasian Accounting, Business and Finance Journal 17, no. 1 (2023): 97–110. http://dx.doi.org/10.14453/aabfj.v17i1.08.

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This study is an attempt is to examine the relationship between different characteristics which makes project teams effective and lead to the success of projects in IT organizations. A survey was conducted on 110 IT professionals who are part of various project teams in IT organizations. A correlation test is used to see the interdependence, and a linear regression model is used to establish a relationship in team effectiveness variables. The result shows that team purpose and goals, team roles, team processes and team relationships contribute to the team's effectiveness and are interdependent. Team purpose & goals and team relationships are positively related. Team roles are also positively related to team processes. There is a need to build and maintain effective teams to maximize team productivity in the organization. This paper lays emphasis on the necessity of investing efforts in various team effectiveness dimensions, regarding team purpose and goals, team roles, team processes and team relationships for developing effective teams. Teamwork is an important lever to create a competitive edge in a globalized competitive environment, so this study contributes significantly to evaluating characteristics responsible for team effectiveness in IT organizations and would be useful for managers to create effective & resilient teams as workplace resilience has been considered an essential asset for enhancing performance and well-being in the face of challenging circumstances.
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Turner, John, Rose Baker, Zain Ali, and Nigel Thurlow. "A New Multiteam System (MTS) Effectiveness Model." Systems 8, no. 2 (April 19, 2020): 12. http://dx.doi.org/10.3390/systems8020012.

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Team effectiveness models in the literature are primarily concentrated on traditional teams, with few involving the multiteam system (MTS) level of analysis in the model. Teams achieve their goals by managing both teamwork (e.g., interpersonal, effective, motivational, cognitive) and taskwork (e.g., strategy, goal setting, project management) activities. When MTSs are involved, multiple teams manage their own teamwork and taskwork activities, while leadership must be in place to coordinate these activities within and between teams in order to achieve the organization’s goal (the MTS’s goal). This research study conducted a systematic review of current team effectiveness frameworks and models. A narrative-based method for theorizing was utilized to develop a new MTS team effectiveness framework. This research contributes to the MTS literature by providing a new formula for team effectiveness at both the team level (team effectiveness formula) and the MTS level (MTS team effectiveness formula). This research aids managers, practitioners, and researchers by providing a tool that accounts for all levels and temporal processes.
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Leach, Linda Searle, and Ann M. Mayo. "Rapid Response Teams: Qualitative Analysis of Their Effectiveness." American Journal of Critical Care 22, no. 3 (May 1, 2013): 198–210. http://dx.doi.org/10.4037/ajcc2013990.

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Background Multidisciplinary rapid response teams focus on patients’ emergent needs and manage critical situations to prevent avoidable deaths. Although research has focused primarily on outcomes, studies of the actual team effectiveness within the teams from multiple perspectives have been limited. Objective To describe effectiveness of rapid response teams in a large teaching hospital in California that had been using such teams for 5 years. Methods The grounded-theory method was used to discover if substantive theory might emerge from interview and/or observational data. Purposeful sampling was used to conduct in-person semistructured interviews with 17 key informants. Convenience sampling was used for the 9 observed events that involved a rapid response team. Analysis involved use of a concept or indicator model to generate empirical results from the data. Data were coded, compared, and contrasted, and, when appropriate, relationships between concepts were formed. Results Dimensions of effective team performance included the concepts of organizational culture, team structure, expertise, communication, and teamwork. Conclusions Professionals involved reported that rapid response teams functioned well in managing patients at risk or in crisis; however, unique challenges were identified. Teams were loosely coupled because of the inconsistency of team members from day to day. Team members had little opportunity to develop relationships or team skills. The need for team training may be greater than that among teams that work together regularly under less time pressure to perform. Communication between team members and managing a crisis were critical aspects of an effective response team.
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Khan, Mohammad Saud, Robert J. Breitenecker, and Erich J. Schwarz. "Adding fuel to the fire." Management Decision 53, no. 1 (February 9, 2015): 75–99. http://dx.doi.org/10.1108/md-02-2014-0066.

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Purpose – The purpose of this paper is to examine how diversity in need for achievement (nfA) a well-established entrepreneurial personality trait impacts team performance (effectiveness and efficiency) in Austria. In addition, it investigates the interaction effects of Team Mean nfA and relationship conflicts on the nfA diversity-performance relationship. Design/methodology/approach – Data originated from 44 entrepreneurial teams based in nine business incubators in Austria. Partial least squares structural equation modelling was used to estimate the model. Findings – Results indicate that, in general, nfA diversity has a negative impact on entrepreneurial team effectiveness and efficiency. However, acknowledging the importance of nfA for being entrepreneurial, diversity in nfA could improve team effectiveness when the prevailing team nfA (mean) is low. The dysfunctional role of relationship conflicts for entrepreneurial team performance is confirmed; nonetheless, similarity in nfA could help teams to cope more successfully with these potentially negative consequences. Originality/value – The paper puts forth one of the first empirical investigations of nfA and performance at a team level in an entrepreneurial field setting. Moreover, a contextually specific contribution of examining nfA diversity, team nfA (mean), relationship conflicts and team performance also augments team deep-level diversity and conflict literature. Finally, this study highlights that entrepreneurial teams could effectively leverage their human capital by realizing that some types of deep-level homogeneity (nfA) might prove helpful in neutralizing the damaging effects of relationship conflicts.
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Dissertations / Theses on the topic "Team effectivene"

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ARGENTON, LUCA UGO. "Multiplayer Serious Games and Team Effectiveness: the impact of different media on team dynamics." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2016. http://hdl.handle.net/10281/105390.

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Networking and team working are becoming the foundations of human performance in educational, organizational and recreational settings. Here, new communities of practice are being established to promote an engagement economy that will be able to foster innovation and success by sustaining collaboration and group effectiveness. Among the different technologies that can support these processes, Serious Games are acquiring a prominent role. By fostering continuous learning experiences blended with ludic and engaging affordances, Serious Games have in fact been able to shape new opportunities for individual and collective learning and training, showing a discrete effectiveness in different areas, such as education, industry, architecture, engineering, military and medicine. Further, serious games have been capable of influencing both individual and interpersonal experiences by fostering positive emotions, promoting engagement, as well as enhancing social integration and connectedness. That is why they can be considered as “positive technologies”. Despite the impressive growth of Serious Games applications, only a few of them have been tested and scientifically considered from an empirical point of view. Specifically, there is not much work reported concerning the effects of Serious Games on collaboration and team effectiveness, nor is there much evidence for the impact of different media on game-based team training. This works aims at introducing Mind the Game, a multiplayer decision-making serious game developed to create a socio-technical environment where the interconnection between humans and technology stimulate team effectiveness and cohesion. After being developed, the game was used in two studies. The first one, which included 95 subjects, aimed at providing a systematic investigation, evaluating the potential of digital game technologies compared to paper-based applications not only on individuals, but also among groups. This allowed our research to focus both on subjective game experience and group dynamics, like team cohesion and team potency. Results showed that people who played the digital version of the game experienced higher level of immersion and positive affects, as well as lower negative feelings than players who experience the paper-based version of game. No differences in terms of performance were observed between the two groups. The second study compared the performance of groups playing the game in face-to-face (FTF) and computer-mediated communication (CMC) settings. Here, the impact on emotions, flow and team effectiveness were considered on a sample of 100 subjects. Results showed that groups who played in CMC settings experience higher levels of negative emotions and lower team cohesion. Moreover, a textual analysis based on the Functional Category System highlighted that computer-mediated group decisions more closely resembled the general problem-solving process of problem definition, orientation, and solution development as group interaction progressed, while the face-to-face group interactions tended to follow a more linear sequence of interactions. Finally, group interactions in computer conferences were more task-oriented compared to F2F discussions.
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Bell, Suzanne Tamara. "Setting the stage for effective teams: a meta-analysis of team design variables and team effectiveness." Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/1110.

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Teams are pervasive in organizations and provide an important contribution to organizational productivity. Since Hackman's (1987) seminal work, the team research focus has shifted from describing teams to outlining how researchers might use points of leverage, such as team design, to increase team effectiveness. There has been a wealth of research on team design variables that relate to team effectiveness. However, more than 15 years later, the team design literature remains fragmented and is inconsistent, and conclusions regarding optimal team design are difficult to make. The present study sought to unify the team design research by proposing a conceptual model and testing hypothesized relationships between specified design variables and team effectiveness using meta-analytic techniques. Specifically, the objectives of this study were to: (a) identify team design variables over which researchers and practitioners have some degree of control, (b) summarize the literature related to each of these variables, (c) hypothesize how each of the design variables are related to team effectiveness, (d) assess the relationship between these variables and team effectiveness using meta-analysis, (e) assess the influence of specified moderator variables (e.g., study setting, team tenure) on the team design variable/team effectiveness relationships, (f) make theoretically- and empirically-based recommendations for the design of effective teams, and (g) highlight areas in need of additional research. Results indicated that several team design variables show promise as a means of increasing team effectiveness. The strength of the team composition variable/team performance relationships was dependent on the study setting (lab or field); however, the study setting had considerable overlap with the type of team assessed (intellectual or physical). For lab studies (intellectual teams), team general mental ability (GMA) and task-relevant expertise were strong predictors of team performance, while team personality variables were unrelated to team performance. In field studies (physical teams), team agreeableness and conscientiousness had stronger relationships with team performance than team GMA and team task-relevant expertise. Team task design variables (e.g., task significance) had consistent, positive relationships with team performance, and several team structure variables (e.g., degree of self- management) were also related to team performance.
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Kimura, Shinko. "Influence of teamwork aptitude and personal characteristics of team members on team effectiveness: How should we form effective teams?" CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3286.

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This study examines the factors that are important for team success by exploring the best possible criteria for selecting members for teamwork. Two models of team composition were proposed, productivty and synergy. The findings are discussed for their implications for team satisfaction and productivity.
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Mc, Gee Hewitt Ruth Ann. "Sustaining Leadership Team Effectiveness in Education Agencies to Improve Student Achievement." Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/76713.

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As education evolves, leadership processes change. The concept of a single senior leader, with siloed divisions often providing direction, is transforming into a team-based culture. While there is substantive research on school-site leadership, research is limited on how the central organization impacts the system. It identified individual leadership characteristics but had not adequately addressed impact of a senior leadership team. This study addresses the concept of senior leadership teams with divisions and executives working collaboratively. It identifies characteristics of effective leadership teams to explore how they can be successfully created and sustained; and it investigates the senior leader’s role in, and what factors and methods can be replicated to sustain, team effectiveness. Four organizations participated: one school district, one government agency and two for-profit organizations. Twenty-five senior leaders and team members completed a DiSC and Five Behaviors of a Cohesive Team assessment; a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis; and a hiring values survey. All were interviewed individually and as a group, and the structured and semi-structured instruments were chosen to explore group characteristics in such a way that the data would point to replicable information. Study elements, coupled with my expertise in team development and leadership, allowed me to critically consider data and identify three emerging themes. While aspects of these themes have been previously identified, they have not been linked as a pathway to creating and sustaining effective teams as a route to organizational excellence leading to student achievement. First, there is a strong relation between the factors of team culture, membership, and expectations and engagement as a foundation of an effective team. Second, crucial team management and engagement methods were identified as key to long-term sustainability. Third, the senior leader’s impact is significant to team success based on team leadership style and methodology. A paradigm emerged changing traditional leadership hierarchy to a new dynamic of leading from the center. The research indicates that deliberately designing teams may have greater potential for success and long-term effectiveness. Further research is encouraged to address issues relating to virtual teams and identify successful strategies in team building and implementation.
Thesis (PhD)--University of Pretoria, 2019.
Humanities Education
PhD
Unrestricted
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Polsten, Jacob, and Jonathan Svärd. "Barriärer vid utveckling av effektiva team : En studie om hinder och möjligheter vid teamutveckling och strävan efter effektiva team." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95941.

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En ständigt föränderlig omgivning, påverkad av globalisering, konkurrens och nya trender fostrar en komplexitet som flertalet forskare hävdar kräva ett ökat fokus på teamarbete (McDonough, 2000; Sheard & Kakabadse, 2002). Därutöver skriver Cannon-Bowers och Bowers (2011) att intresset för team och hur de fungerar vuxit dramatiskt sedan början av 1900-talet. Inte minst tros pressen från en global ekonomi ligga bakom det ökade intresset, tillsammans med behovet av att optimera användandet av team inom organisationer världen över. Trots att teameffektivitet tycks ligga i de flestas intresse, verkar litteraturen på området inte hänga med i omvärldens förändring. Vi anser att diskrepansen mellan teori och praktik ger upphov till barriärer som hindrar utvecklingen av effektiva team. Syftet med denna studie har således varit att öka förståelsen för de barriärer som hindrar utvecklingen av effektiva team inom en svensk verksamhet. Vår studie har en kvalitativ ansats där nio semistrukturerade intervjuer genomförts med medarbetare från ett team på IKEA of Sweden AB. Våra resultat visar att det finns tydliga barriärer mellan utvecklingen av effektiva team, teorin och praktiken. Med grund i vår undersökning har vi kunnat identifiera de tre följande barriärerna: ledarskap, kommunikation och tillhörighet (LKT). Barriärerna får sina uttryck i olika konsekvenser där den övergripande konsekvensen är förhindrandet av utvecklingen av effektiva team, andra konsekvenser yttrar sig på såväl team- som på individnivå. Vidare har vi funnit att barriärerna (LKT) även kan agera möjliggörare för utvecklingen av effektiva team. Såväl litteraturen som praktiken bör således lägga ett större fokus på att implementera, utveckla och förstärka de tre identifierade faktorerna (LKT). Slutligen anser vi att det behöver utföras mer empiriskt grundad forskning och teoribildning som tar hänsyn till omvärldens förändringar för att finna fler åtgärder för att hantera de identifierade barriärerna.
A constantly changing environment, influenced by globalization, competition and new trends, fosters a complexity that most researchers claim to require an increased focus on teamwork (McDonough, 2000; Sheard & Kakabadse, 2002). In addition, Cannon-Bowers and Bowers (2011) write that the interest in teams and how they function has grown dramatically since the early 1900s. The pressure from a global economy is believed to be a cause of the increased interest, along with the need to optimize the use of teams within organizations worldwide. Although organizations and people are taking an increased interest in team effectiveness it seems as if the literature within the field is not keeping up. We believe that the discrepancy between theory and practice creates barriers that impede the development of effective teams. The purpose of this study has been to increase the understanding of the barriers that prevent the development of effective teams in a Swedish context. Our study is based on a qualitative research method by which nine semi-structured interviews have been carried out together with members from a team at IKEA of Sweden AB. Our results show that there are distinct barriers between the development of effective teams, theory and practice. Based on our research we have been able to identify the following three barriers: leadership, communication and a sense of belonging (LCB). The overall consequence caused by the barriers is the impediment to the development of effective teams, other consequences include effects on teams and individuals of the teams. Furthermore, we have found that the barriers (LCB) could act as facilitators for the development of effective teams. Both literature and practice should thus place a greater emphasis on implementing, developing and strengthening the three identified factors (LCB). Finally, we argue that more empirically based research, that is taking a constantly changing environment into account, has to be carried out. Hopefully that would result in more measures to deal with the identified barriers.
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Oden, Kevin. "DISTRIBUTED TEAM TRAINING: EFFECTIVE TEAM FEEDBACK." Doctoral diss., University of Central Florida, 2008. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2908.

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ABSTRACT The United States Army currently uses after action reviews (AARs) to give personnel feedback on their performance. However, due to the growing use of geographically distributed teams, the traditional AAR, with participants and a moderator in the same room, is becoming difficult; therefore, distributed AARs are becoming a necessity. However, distributed AARs have not been thoroughly researched. To determine what type of distributed AARs would best facilitate team training in distributed Army operations, feedback media platforms must be compared. This research compared three types of AARs, which are no AAR, teleconference AAR, and teleconference AAR with visual feedback, to determine if there are learning differences among these conditions. Participants completed three search missions and received feedback between missions from one of these conditions. Multiple ANOVAs were conducted to compare these conditions and trials. Results showed that overall the teleconference AAR with visual feedback improved performance the most. A baseline, or no AAR, resulted in the second highest improvement, and the teleconference condition resulted in the worst overall performance. This study has implications for distributed military training and feedback, as well as other domains that use distributed training and feedback.
Ph.D.
Department of Psychology
Sciences
Psychology PhD
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Cornel, Caralea May. "A Methodology to Measure the Impact of Diversity on Cybersecurity Team Effectiveness." BYU ScholarsArchive, 2019. https://scholarsarchive.byu.edu/etd/8594.

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In recent years, the definition of cybersecurity professional has been diluted to include more individuals, particularly women, to be included. Depending on the definition used, women currently comprise between 11% and 25% of the cybersecurity workforce. While multiple studies have indicated the benefits to diverse teams, research in the cybersecurity area is lacking.This research proposes a framework that uses a modified escape-the-room gamified scenario to measure the effectiveness of cybersecurity teams in technical problem-solving. The framework presents two routes, incident response and penetration testing, the participants can choose. In a preliminary study, this framework is used to show the combination of gender diversity and prior cybersecurity experience and/or cybersecurity knowledge, particularly in women, are found to be significant in reducing the time taken to solve cybersecurity tasks in the incident response, and penetration testing domains.In conclusion, opportunities for extending this research into a large-scale study are discussed, along with other applications of cybersecurity escape-rooms.
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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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Erdheim, Jesse. "POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS." Bowling Green State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005.

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Van, Aken Eileen M. "Determinants of team effectiveness for cross-functional organizational design teams." Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-11082006-133627/.

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Books on the topic "Team effectivene"

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Keary, Roisin. Effective teams: Team roles and fully integrated leadership. Dublin: University College Dublin, 1994.

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United States. Employment and Training Administration, ed. Team kit: Tools for setting up successful teams. [Washington, D.C.?]: U.S. Dept. of Labor, Employment and Training Administration, 1996.

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Utilizing self-managing teams: Effective behavior of team leaders. New York: Garland Pub., 1998.

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Brighton Business School. Teaching and Learning Methods Staff Development Group., ed. Course team effectiveness. Brighton: Brighton Business School, 1990.

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B, Gibson Cristina, and Cohen Susan G, eds. Virtual teams that work: Creating conditions for virtual team effectiveness. San Francisco: Jossey-Bass, 2003.

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Weiss, Donald H. Effective team building. New York: AMACOM, 1993.

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Ulschak, Francis L. Team architecture: The manager's guide to designing effective work teams. Ann Arbor: Health Administration Press, 1995.

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Vince, Sally. Leading an effective team. Cambridge: National Extension College, 2002.

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Davis, Patricia. The effective nursery team. [Guildford]: University of Surrey, 1993.

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Gonçalves, Marcus. Team building. New York: ASME Press, 2006.

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Book chapters on the topic "Team effectivene"

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Davison, Sue Canney, and Bjørn Z. Ekelund. "Effective Team Processes for Global Teams." In The Blackwell Handbook of Global Management, 227–49. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405166355.ch12.

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Goldman, Bentzy, and Peter Taylor. "Leveraging AI for team effectiveness." In Team Analytics, 50–52. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003177753-17.

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Ross, John. "How to Hold Effective Meetings." In Team Unity, 137–44. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003269038-20.

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Adams-Robinson, Brenetia J. "Team Development Effectiveness." In Informal Leadership, Strategy and Organizational Change, 53–63. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429319969-5.

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Stauch, Jeffrey David. "Assembling Your Team." In Effective Frontline Fundraising, 35–53. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3901-7_4.

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Bang, Henning, and Thomas Nesset Midelfart. "Effective Team Leadership." In Effective Management Teams and Organizational Behavior, 139–47. 1 Edition. | New York : Routledge, 2021. | Series: Routledge studies in management, organizations and society: Routledge, 2021. http://dx.doi.org/10.4324/9781003053552-19.

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Tjosvold, Dean, and Mary Tjosvold. "What Makes Teams Effective?" In Building the Team Organization, 17–30. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137479938_2.

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Slagter, Martian, and Celeste Wilderom. "Team Coaching and Effective Team Leadership." In Handbuch Schlüsselkonzepte im Coaching, 1–10. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-45119-9_22-1.

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Slagter, Martian, and Celeste Wilderom. "Team Coaching and Effective Team Leadership." In Handbuch Schlüsselkonzepte im Coaching, 593–602. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-49483-7_22.

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Slagter, Martian, and Celeste Wilderom. "Team Coaching and Effective Team Leadership." In International Handbook of Evidence-Based Coaching, 901–13. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-81938-5_74.

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Conference papers on the topic "Team effectivene"

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Karayaz, Gamze, and Charles B. Keating. "Virtual Team Effectiveness Using Dyadic Teams." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349593.

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Alsager Alzayed, Mohammad, Christopher McComb, Samuel T. Hunter, and Scarlett R. Miller. "Helping Teams Expand the Breadth of Their Solution Space Through Product Dissection: A Simulation Based Investigation." In ASME 2018 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/detc2018-85832.

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Product dissection has been highlighted as an effective means of interacting with example products in order to produce creative outcomes. While product dissection is often conducted as a team in engineering design education as a component of larger engineering design projects, the research on the effectiveness of product dissection activities has been primarily limited to individuals. Thus, the goal of this study was to investigate the impact of the type(s) of product dissected in a team environment on the breadth of the design space explored and the underlying influence of educational level on these effects. This was accomplished through a computational simulation of 7,000 nominal brainstorming teams generated by a statistical bootstrapping technique that accounted for all possible team configurations. Specifically, each team was composed of four team members based on a design repository of 463 ideas generated by first-year and senior engineering design students after a product dissection activity. The results of the study highlight that simulated senior engineering design teams explored a larger solution space than simulated first-year teams and that dissecting different types of products allowed for the exploration of a larger solution space for all of the teams. The results also showed that dissecting two analogically far and two simple products was most effective in expanding the solution space for simulated senior teams. The findings presented in this study can lead to a better understanding of how to most effectively deploy product dissection modules in engineering design education in order to maximize the solution space explored.
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Takai, Shun, Thomas J. Smith, and Marcos Esterman. "A Power Analysis to Determine Appropriate Sample Size for the Study of Student Design-Team Effectiveness." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22345.

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Abstract Forming collaborative teams is a critical first step in team-project-based design courses as team composition directly affects not only teamwork processes and outcomes but also teamwork skills and experience. While various approaches have been used to form teams, the best methodology has not been found due to a lack of understanding of how team compositions impact team performance and teamwork learning. We need to establish a team effectiveness model for student design teams that describes relationships between team characteristics and team performance or teamwork learning. One of many challenges in such an effort is to estimate an appropriate sample size to achieve statistically significant results before starting data collection. In this paper, we demonstrate a power analysis for determining an appropriate sample size, i.e., the number of student teams, before we study the effectiveness of student design-teams. We first present a hypothesized team effectiveness model for student design teams that shows possible relationships among team factors. We then illustrate a statistical analysis procedure for studying the team effectiveness model using structural equation modeling (SEM) or path analysis. We finally demonstrate a power analysis of SEM for determining the appropriate sample size for studying the team effectiveness model.
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Fritz, Kaitlyn, Line Deschenes, and Vijitashwa Pandey. "Effective Design Team Composition Using Individual and Group Cognitive Attributes." In ASME 2018 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/imece2018-86888.

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Engineering design is typically a team effort. Design teams frequently need to push technical boundaries to solve the most relevant challenges faced by our society. A significant area of research across multiple fields of investigation, including engineering, is the understanding and use of an individual’s cognitive attributes in the process of assembling productive teams. This research proposes an approach to assembling an engineering design team by first defining the desirable cognitive attributes in the team members. Subsequently, based on individual cognitive profile assessments along these attributes, an exhaustive list of possible design teams is investigated based on their cumulative attribute level. We compare the performance of two teams predicted to perform at different levels, and our results verify the differences between the observations of team interactions and the quality of designs produced. In addition to self-assessments, we also investigate the brain activity of the respondents using electroencephalography (EEG) to evaluate performance in an individual and a team setting. This analysis intends to highlight the characteristics of an individuals’ brain activity under different circumstances to reveal if these characteristics contribute to the success of a design team. EEG data revealed observations such as correlation between raw amplitude and level of team contribution, a higher variation in the channel power spectral density during individual versus team tasks, and a degradation of alpha activity moving from individual to group work. The results of this research can guide organizations to form teams with the necessary cognitive attributes to achieve the optimum design solution.
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Takai, Shun, and Marcos Esterman. "Towards a Better Design Team Formation: A Review of Team Effectiveness Models and Possible Measurements of Design-Team Inputs, Processes, and Outputs." In ASME 2017 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/detc2017-68091.

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Cooperation among team members and good teamwork are essential to successfully complete design projects. As such, engineering students are expected to learn how to design and work effectively in a team. While, team-based project courses have been implemented in almost all engineering and engineering technology disciplines, achieving full contribution by all team members has been a persistent challenge in design and other engineering disciplines. This paper proposes a possible approach to establish guidelines to form design teams. In this paper, we first review team-effectiveness models. We then propose a design-team-effectiveness model, which will study associations between inputs, processes, and outputs in order to improve team processes and maximizes team performance through design team composition, work structure and improved team processes. Finally, we propose (1) measurements of design-team inputs, processes, and outputs, and (2) approaches to analyze associations among inputs, processes, and outputs.
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Feng, Xiaoyi, Mengchen Ji, Zhengyang Li, Xinghua Qu, and Bo Liu. "Team effectiveness based optimization." In 2017 IEEE Congress on Evolutionary Computation (CEC). IEEE, 2017. http://dx.doi.org/10.1109/cec.2017.7969577.

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Adolphe, Lauren, Georgia D. Van de Zande, David Wallace, and Alison Olechowski. "Analysis of Virtual Communication Within Engineering Design Teams and its Impact on Team Effectiveness." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22736.

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Abstract Online communication and collaboration tools are changing the way teams design products. The tools also generate a rich data source from which to study trends in communication. This paper focuses on how engineering teams utilize Slack, a popular team messaging software platform. We aim to better understand communication and coordination in product design teams via analysis of team social network dynamics, unique patterns of chat-like messaging (emoji usage), and the evolution of communication topics over time. Our study analyzes the online interactions of 32 teams, sent during a 3-month senior undergraduate product design course. These 400,000+ messages represent the team communications from 4 years of teams, with 17–20 students per team. We find that 1) Slack communications resulted in high density network maps, 2) network analysis of teams reveals that leaders have more central positions in the network, 3) strong teams have lower average centrality among members, equivalent to less public channel membership per person, 4) stronger teams use emojis at a higher rate, and 5) emojis are used most by leaders and highly connected members. These findings represent preliminary foundations for best practices in online messaging, which may lead to more effective collaboration in product design.
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Scott, Elsje, and Michael Pollock. "Effectiveness of Self-selected Teams: A Systems Development Project Experience." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/3042.

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The third year systems development group project forms an essential part of the Information Systems major at the University of Cape Town. The field of Information Technology / Information Systems requires the maintenance or development of large information systems which often involves complex tasks. As effective teams are at the core of high performance organizations exposure to teamwork is important in the preparation of students for the real world environment. To ensure high quality products and limit high failure rates of projects, teams should be carefully selected. This paper explores existing team selection approaches and discusses the mechanisms put in place in the systems development group project with the emphasis on self-selected teams as a sound base for team formation. It further reports on the incorporation of the criteria defining effectiveness and effective teams into the course to prepare individual members for the rigours of industry.
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Benoliel, Pascale. "A Team-Based Perspective for School Effectiveness: The Role of School Management Teams." In 2020 AERA Annual Meeting. Washington DC: AERA, 2020. http://dx.doi.org/10.3102/1569890.

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Heinz, Krystyna. "TEAM DEVELOPMENT AND CONFLICT MANAGEMENT IN THE MULTICULTURAL TEAM � INTERCULTURAL COMMUNICATION WITHIN THE PROJECT EFFECTIVE COMMUNICATION IN MULTICULTURAL TEAMS." In SGEM 2014 Scientific Conference on PSYCHOLOGY AND PSYCHIATRY, SOCIOLOGY AND HEALTHCARE, EDUCATION. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b11/s3.116.

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Reports on the topic "Team effectivene"

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

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In this paper we discuss several pervasive myths and misperceptions about teams and teamwork. We also introduce an evidence-based framework for moving beyond these myths and misperceptions. We shared several statements about teamwork to over 1,300 working adults. On average, across all the myths and respondents, 62% of respondents agreed with the myths we presented, 21% were uncertain, and only 17% disagree. This suggests that over 80% of respondents either endorsed, or expressed uncertainty about, myths relating to fundamental aspects of teamwork. Given the pervasiveness and lack of clarity surrounding myths about teams, we provide a research-grounded framework to better support holistic team effectiveness while also illuminating nuances about common myths. Together, we leverage this framework and our review of the teams literature to offer four broader “truths” that leaders and organizations can keep in mind to support effective teamwork. These include: Effective teams need intentional and systemic support. Teams need to be intentionally supported with ongoing development and an appreciation of their place in broader systems. Teams simultaneously reflect “wholes” and “parts.” Although teams come together to achieve shared and collective goals, they are, fundamentally, a combination of distinct individuals. Teams are dynamic. It is best to re-evaluate where a team is at any point in time rather than assume stability. Beliefs about teams and teamwork need to be (re)surfaced. Given the pervasiveness of myths and misconceptions about teamwork, there is value in openly discussing, questioning, and challenging assumptions about how teams can be the most effective.
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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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Gerras, Stephen J., and Murf Clark. Effective Team Leadership: A Competitive Advantage. Fort Belvoir, VA: Defense Technical Information Center, August 2011. http://dx.doi.org/10.21236/ada595113.

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Loignon, Andrew, and Stephanie Wormington. Psychologically Safe for Some, but Not All? The Downsides of Assuming Shared Psychological Safety among Senior Leadership Teams. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2048.

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"In this Research Insights paper, we challenge the assumption that team members perceive similar levels of psychological safety and consider how different patterns of psychological safety matter for team effectiveness. Based on data from 278 intact senior leadership teams, our results provide three key insights: More than half (62%) of senior leadership teams in our sample demonstrated significant variability around their team’s psychological safety. We identified six prototypical patterns of psychological safety among teams, with only one representing a shared view of psychological safety. Other patterns represented dissenting views of greater or less psychological safety. Patterns of psychological safety matter for team effectiveness. Teams whose members report greater agreement around psychological safety exhibit some of the highest levels of performance and lowest levels of interpersonal conflict. Based on these findings, we consider important implications for how leaders can cultivate psychological safety in their teams."
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Clark, Louise. Accompanied Learning: Reflections on How ALRE Enhanced APRA’s Relevance and Effectiveness. APRA, Future Agricultures Consortium, April 2022. http://dx.doi.org/10.19088/apra.2022.035.

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This case study explores the claim that the Accompanied Learning for Relevance and Effectiveness (ALRE) approach contributed to stronger relevance and effectiveness of the Agricultural Policy Research in Africa (APRA) research programme. This report outlines the accompanied learning function of the ALRE team and how this ‘critical friend’ role supported APRA research teams in defining and reviewing their impact pathways, identifying and refining emerging evidence ‘nuggets’, and considering how to frame these insights to gain traction with specific policy debates and discourse.
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Robasky, Kimberley, Rebecca Boyles, Kira C. Bradford, Margaret Gold, W. Christopher Lenhardt, Shannon McKeen, Sandy Skipper, and Stan Ahalt. How to Launch Transdisciplinary Research Communication. RTI Press, April 2020. http://dx.doi.org/10.3768/rtipress.2020.rb.0022.2004.

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Transdisciplinary research teams are essential to scientific advancement, and successful transdisciplinary teams rely on effective communication. Overcoming barriers to foster productive team dynamics requires communication strategies and tools. We combine our practical experience to offer a succinct protocol, including only the essentials, to help teams quickly establish an agile communication platform during project start-up (https://doi.org/10.17605/OSF.IO/N5GFP).
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Driskell, James E., Eduardo Salas, and Robert Hogan. A Taxonomy for Composing Effective Naval Teams. Fort Belvoir, VA: Defense Technical Information Center, March 1987. http://dx.doi.org/10.21236/ada187539.

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Marti, Michael A. Building Efficient and Effective Strategic Intelligence Teams. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561363.

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Canavan, G., and E. Teller. Survivability and effectiveness of near-term strategic defense. Office of Scientific and Technical Information (OSTI), January 1990. http://dx.doi.org/10.2172/5035504.

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Boning, Brent, Casey Ichniowski, and Kathryn Shaw. Opportunity Counts: Teams and the Effectiveness of Production Incentives. Cambridge, MA: National Bureau of Economic Research, May 2001. http://dx.doi.org/10.3386/w8306.

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