Relevant bibliographies by topics / Team members

Academic literature on the topic 'Team members'

Author: Grafiati
Published: 4 June 2021
Last updated: 21 February 2023

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Journal articles on the topic "Team members"

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Guo, Weixiao, Chenjing Gan, and Duanxu Wang. "The mobility of team members and team creativity: exploring the mediating role of team cognition." Journal of Organizational Change Management 33, no. 6 (July 28, 2020): 1111–22. http://dx.doi.org/10.1108/jocm-03-2020-0073.

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PurposeThe purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory system (TMS) and team creative efficacy.Design/methodology/approachMultiple surveys were conducted on team leaders and members in knowledge-worker teams in China. A total of 94 teams were analyzed by adopting the confirmatory factor analyses, hierarchical regression analysis and bootstrap analysis method.FindingsThe results show that frequent team member mobility is negatively related to a knowledge-worker team's creativity, and the relationship is mediated by team TMS and creative efficacy.Originality/valueThis study contributes to a deeper understanding of how the mobility of team members affects team creativity in knowledge-worker teams by exploring the underlying mechanisms from the perspective of team cognition. Specifically, team TMS and creative efficacy mediate the relationship between team member mobility and team creativity.
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Arnold, Markus C., R. Lynn Hannan, and Ivo D. Tafkov. "Mutual Monitoring and Team Member Communication in Teams." Accounting Review 95, no. 5 (October 25, 2019): 1–21. http://dx.doi.org/10.2308/accr-52659.

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ABSTRACT This study investigates whether the benefit firms can extract from team member communication to the team manager—who may use such information for rewarding individual team members—is affected by differences in the type of mutual monitoring information available to team members. We predict and find that team performance is higher when team members can observe only each other's effort than when they can observe both each other's effort and output levels; conversely, team performance is lower when team members can observe only each other's output than when they can observe both each other's effort and output levels. The intuition behind these results is that the type of observable mutual monitoring information creates different degrees of ambiguity regarding what should be considered a fair reward allocation for team members' contributions. Such ambiguity reduces the usefulness of team member communication to the manager for allocating rewards, resulting in lower team performance. Data Availability: Data are available from the authors upon request.
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Cole-Lade, Gretchen M., and Lucy E. Bailey. "Examining the Role of Paraeducators When Supporting Children With Complex Communication Needs: A Multiple Case Study." Teacher Education and Special Education: The Journal of the Teacher Education Division of the Council for Exceptional Children 43, no. 2 (May 29, 2019): 144–61. http://dx.doi.org/10.1177/0888406419852778.

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The purpose of this study was to examine the roles of paraeducators in educational teams who supported young children with complex communication needs (CCNs). Participants included members of three teams which included general and special education teachers, paraeducators, speech and language pathologists (SLPs), and parents. An instrumental, multiple case study, qualitative research design was used to better understand paraeducators’ distinct roles and their varying levels of participation as members of their educational teams. Emergent cross-case themes included, first, the varying degrees to which teams worked collaboratively with the paraeducator and, second, the different roles the paraeducators fulfilled based on team members’ expectations. Findings indicated that the degree to which the three teams included the paraeducator as an integral team member varied from minimal to fully integrated. The fully integrated team worked collaboratively to best support the child. The paraeducator’s role and experience on each team was based on the educational team member’s expectations and the support the paraeducator received from the team.
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Staples, D. Sandy, and Jane Webster. "Exploring Traditional and Virtual Team Members’ “Best Practices”." Small Group Research 38, no. 1 (February 2007): 60–97. http://dx.doi.org/10.1177/1046496406296961.

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Social cognitive theory is used to develop a research model that was tested by examining employees’ experiences of being a member in a traditional or virtual team. A self-efficacy for teamwork measure was developed based on best practices identified through case studies and existing literature. Then a survey of team members demonstrated that self-efficacy for teamwork is influenced by fellow team members’ modeling practices and relates strongly to a team member’s perceptions of effectiveness. Differential outcomes for traditional and two types of technology-supported virtual teams (distributed and hybrid) were found: Self-efficacy for teamwork was more important in virtual teams, providing empirical support for the importance of the best practices in this context.
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Kadam, Raavee, Srinivasa A. Rao, Waheed Kareem Abdul, and Shazi Shah Jabeen. "Diversity climate perceptions and its impact on multicultural team innovation and performance." Measuring Business Excellence 24, no. 3 (May 23, 2020): 301–18. http://dx.doi.org/10.1108/mbe-04-2019-0037.

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Purpose This study aims to examine the influence of diversity climate perceptions (DCPs) on team member’s contribution to team innovation and team performance in a multicultural team (MCT). The authors also investigate the moderating effect of cultural intelligence on these relationships. Design/methodology/approach The authors draw upon the interactional model for cultural diversity to build their hypotheses. Data was gathered from 43 teams consisting of 217 members using a structured questionnaire. Ratings were obtained from both team members and supervisors. The data collected was analyzed using structural equation modeling. Findings Results indicated that when team members have positive DCPs, it had a positive impact on their innovation and performance in the team. Cultural intelligence was also found to have a direct impact on team member innovation but not on team member performance. Furthermore, cultural intelligence was found to positively moderate the DCPs – team member performance relationship but not the DCPs – team member innovation relationship. Practical implications Managing diversity is a key concern for organizations worldwide given the exponentially rising cultural diversity within the workforce. This study would enable practitioners to understand that developing positive DCPs and cultural intelligence of team members are critical to the success of MCTs. Originality/value Literature has documented mixed results pertaining to team diversity and its effect on performance, resulting in scholars urging the need to explore how the negative effects of team diversity can be mitigated. This research establishes that positive DCPs and cultural intelligence as two key factors contributing to the performance of MCTs.
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Stevens, Ronald, Trysha Galloway, and Ann Willemson-Dunlap. "A Team’s Neurodynamic Organization is More than the Sum of its Members." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 61, no. 1 (September 2017): 2010–14. http://dx.doi.org/10.1177/1541931213601997.

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The information within the neurodynamic data streams of teams engaged in naturalistic decision making was separated into information unique to each team member, the information shared by two or more team members, and team-specific information related to interactions with the task and team members. Most of the team information consisted of the information contained in an individual’s neurodynamic data stream. The information in an individual’s data stream that was shared with another team member was highly variable being 1-60% of the total information in another person’s data stream. From the shared, individual, and team information it becomes possible to assign quantitative values to both the neurodynamics of each team member during the task, as well as the interactions among the members of the team.
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Stillman, Jennifer A., Richard B. Fletcher, and Stuart C. Carr. "Netball Team Members, but Not Hobby Group Members, Distinguish Team Characteristics from Group Characteristics." Journal of Sport and Exercise Psychology 29, no. 2 (April 2007): 253–66. http://dx.doi.org/10.1123/jsep.29.2.253.

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Research on groups is often applied to sport teams, and research on teams is often applied to groups. This study investigates the extent to which individuals have distinct schemas for groups and teams. A list of team and group characteristics was generated from 250 individuals, for use in this and related research. Questions about teams versus groups carry an a priori implication that differences exist; therefore, list items were presented to new participants and were analyzed using signal detection theory, which can accommodate a finding of no detectable difference between a nominated category and similar items. Participants were 30 members from each of the following: netball teams, the general public, and hobby groups. Analysis revealed few features that set groups apart from teams; however, teams were perceived as more structured and demanding, requiring commitment and effort toward shared goals. Team and group characteristics were more clearly defined to team members than they were to other participant groups. The research has implications for coaches and practitioners.
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Kößler, Franziska J., Kaori Fujishiro, Susanne Veit, and Annekatrin Hoppe. "Ethnic Differences in Context: Does Emotional Conflict Mediate the Effects of Both Team- and Individual-Level Ethnic Diversity on Emotional Strain?" Occupational Health Science 6, no. 1 (October 26, 2021): 27–49. http://dx.doi.org/10.1007/s41542-021-00105-5.

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AbstractWork teams are becoming increasingly heterogeneous with respect to their team members’ ethnic backgrounds. Two lines of research examine ethnic diversity in work teams: The compositional approach views team-level ethnic heterogeneity as a team characteristic, and relational demography views individual-level ethnic dissimilarity as an individual member’s relation to their team. This study compares and contrasts team-level ethnic heterogeneity and individual-level ethnic dissimilarity regarding their effects on impaired well-being (i.e., emotional strain) via team- and individual-level emotional conflict. Fifty teams of retail chain salespeople (n = 602) participated in our survey at two points of measurement. Based on the ethnic background of team members, we calculated team-level ethnic heterogeneity that applied to all members, and individual-level ethnic dissimilarity within the team that varied according to each member’s ethnic background. Multilevel path modeling showed that high levels of team-level ethnic heterogeneity were related to high levels of emotional strain via team-level emotional conflict. However, the opposite was found for individual-level ethnic dissimilarity. We discussed this difference by contextualizing individual-level ethnic dissimilarity in the team-level heterogeneity and social status of ethnic groups in society at large. Our findings suggest that the social status of the ethnic group to which team members belong may impact how ethnic diversity relates to team processes and well-being.
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Lee, Dongryul, and Joon Song. "Optimal Team Contests to Induce More Efforts." Journal of Sports Economics 20, no. 3 (May 13, 2018): 448–76. http://dx.doi.org/10.1177/1527002518771443.

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We show that, if the team sports designer puts more weight on the performance of high-ability members (e.g., star players) than on low-ability members, the designer encourages the low-ability member to free ride on the high-ability members so that the high-ability members exert even greater efforts. Thus, the designer’s choice approximates the best shot team contest. With more weight on the low-ability member’s performance, the choice approximates the weakest link team contest to undermine the free riding. The approximations work better with more convex effort cost function and/or smaller heterogeneity of group members.
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Oh, WonKyung, and MinSoo Kim. "A study on the Effects of LMX in team context." Korean Journal of Industrial and Organizational Psychology 25, no. 2 (May 31, 2012): 477–96. http://dx.doi.org/10.24230/kjiop.v25i2.477-496.

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The previous LMX literatures have studied that leader’s differential role influenced member’s attitude in leader and member dyadic relationship. But after the study of Sparrowe & Liden(1997), the recent literature emphasize the necessity of multilevel approach, focusing on the team context that belongs leader and members beyond independent dyadic relationship. So we explored ‘LMX differentiation’ and ‘TMS’ as team context factor that influenced employee in team. These factors extend LMX research in that team context could be consider as boundary condition in relationship. To test multilevel hypothesis, we collected the survey data from 277 members and 37 teams and analyzed Hierarchical Linear Modeling. In result, We found that employee’s LMX quality increases team commitment and TMS quality moderate that relationship.
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Dissertations / Theses on the topic "Team members"

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Finnegan, Anthony Maurice, University of Western Sydney, and College of Law and Business. "Teamwork in Australian middle management : a study to investigate attitude of team members, team member effectiveness perception and team environment." THESIS_CLAB_XXX_Finnegan_A.xml, 2002. http://handle.uws.edu.au:8081/1959.7/650.

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This thesis investigates Australian middle management teamwork in private and public sector organisations. The research sought to understand key teamwork variables previously overviewed in the literature, but never synthesised and substantially investigated. The main aim, and value, of the study is to bring greater clarity to business organisation teamwork in Australia by determining the variables that define teamwork, and creating a practical model for teams to manage their development. the research rests on a paradigm of post-positiveness, with a particular emphasis on critical realism.The main data collection methodology employed was a survey instrument. The selected paradigm of critical realism allowed a mixture of exploratory methods, and therefore team member focus group reviews were employed to triangulate and confirm the teamwork concepts extracted from the extant literature review. The results indicate that the research hypotheses were not all supported by the data. In general, the hypotheses logically theorised that people in the same teams in the same organisations shared the same attitude and effectiveness perception of their teams. This model could also be used to gain a first pass understanding of team success potential. It should be of assistance to operational management review team processes and human resource departments trying to decide if team members need specific help in the form of education, team member rotation or team member mix adjustment. The model may also help senior management individuals better understand the process required for successful middle management teamwork.
Doctor of Philosophy (PhD)
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Finnegan, Anthony Maurice. "Teamwork in Australian middle management : a study to investigate attitude of team members, team member effectiveness perception and team environment." Thesis, View thesis, 2002. http://handle.uws.edu.au:8081/1959.7/650.

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This thesis investigates Australian middle management teamwork in private and public sector organisations. The research sought to understand key teamwork variables previously overviewed in the literature, but never synthesised and substantially investigated. The main aim, and value, of the study is to bring greater clarity to business organisation teamwork in Australia by determining the variables that define teamwork, and creating a practical model for teams to manage their development. the research rests on a paradigm of post-positiveness, with a particular emphasis on critical realism.The main data collection methodology employed was a survey instrument. The selected paradigm of critical realism allowed a mixture of exploratory methods, and therefore team member focus group reviews were employed to triangulate and confirm the teamwork concepts extracted from the extant literature review. The results indicate that the research hypotheses were not all supported by the data. In general, the hypotheses logically theorised that people in the same teams in the same organisations shared the same attitude and effectiveness perception of their teams. This model could also be used to gain a first pass understanding of team success potential. It should be of assistance to operational management review team processes and human resource departments trying to decide if team members need specific help in the form of education, team member rotation or team member mix adjustment. The model may also help senior management individuals better understand the process required for successful middle management teamwork.
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Finnegan, Anthony Maurice. "Teamwork in Australian middle management : a study to investigate attitude of team members, team member effectiveness perception and team environment /." View thesis, 2002. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20031223.095006/index.html.

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Thesis (Ph.D.) -- University of Western Sydney, 2002.
"Thesis submitted ... in fulfilment of the requirement for the degree of Doctor of Philosophy in the College of Law and Business, University of Western Sydney, NSW, Australia" Bibliography : leaves 186-196.
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Roberts, Abigail Mary. "Workplace attitudes among offshore team members." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9164.

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The attitudes of employees are key for ensuring the productivity and sustainability of an organisation. The present research aimed to explore obstacles and facilitators of positive team functioning in an offshore environment. Preliminary identification of obstacles and challenges to effective teamwork was achieved through an interview with two senior Human Resource managers at a large international bank, the primary location of which is in Australia. From this information, a survey was developed and distributed to members of an offshore Human Resource (HR) service centre consisting of 100 staff members, responsible for HR operations and described as an ‘extension’ or ‘captive’ team. An interview with management revealed that the effectiveness and sustainability of the current offshore team were of particular interest. Consideration of these issues and research into the effectiveness of virtual and captive teams led to a focus on organisational identity, work engagement, climate, trust, recognition from management, technology support, reliability of technology and goal clarity. Goal clarity and technology support were significant predictors of work engagement; low integration, goal clarity, technology support, reliability of technology and recognition from management were significant predictors of organisational identity. Thus, in an offshore environment, clear goals and the ability to complete those goals through use of efficient technologies are vital. This should impact the type of training given to offshore team members as well as the amount of technology support that is available to them.
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Weedon, Jennifer Louise. "Multidisciplinary team members' experiences of team formulation : a thematic analysis." Thesis, University of Leicester, 2017. http://hdl.handle.net/2381/39887.

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Part 1: Literature Review - It is well-known that burnout is high in Community Mental Health Nurses. This has been associated with the workplace environment and tasks. Despite this, Community Mental Health Nurses are often based within multidisciplinary teams. In order to provide support for fellow team members, as well as offer an ‘alternative’ perspective, Clinical Psychologists have been offering ‘team formulation’. This is of particular interest within the clinical field of ‘psychosis’ where there continues to be uncertainty about using a diagnostic or formulation-based approach; it remains a highly contested area. Part 2: Research Report - The review of the literature aimed to examine quantitative studies and determine correlates and predictors of stress and burnout within Community Mental Health Nurses. Nine papers met the inclusion criteria, all of them cross-sectional studies. A narrative synthesis of the findings is presented using a framework of ‘individual’ and ‘situational’ factors. There was strong evidence to suggest that situational factors are highly associated with stress and burnout, however factors intrinsic to the individual were not routinely reported. Whilst burnout is operationalised within research by the use of a well-known measure, the relationship to other phenomena, such as stress and distress, is ill-defined. Part 3: Critical Appraisal - The research aim was to explore the experiences of multidisciplinary team members who have attended Team Formulation sessions within Early Intervention services. A thematic analysis was undertaken on the eleven interviews and three main themes were generated: team formulation offers a different perspective; the difference is valuable; and connection within the collective. These findings are considered within the evidence base for psychological formulation, as well as reflective practice and self-care. A reflective account of the research process is contained within the critical appraisal.
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Bao, Lili. "Deep and Diverse: Knowledge Combination of Team Members in Problem Solving Teams." Case Western Reserve University School of Graduate Studies / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=case1586812485500884.

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Blee, Tinemakomboreroashe A. P. "Community mental health team members' perceptions of team formulation in practice." Thesis, University of Lincoln, 2015. http://eprints.lincoln.ac.uk/22338/.

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Objectives: Team formulation is expected to support multidisciplinary team members to work effectively with their clients, meet their clients’ needs and broaden their psychological knowledge. There remains a lack of research evidence regarding the perceptions of team formulation among Community Mental Health Team (CMHT) members. This study addressed the following research questions; (1) what are considered helpful or unhelpful aspects of team formulation? (2) what are the processes or mechanisms that lead to unhelpful or helpful aspects of team formulation? (3) what is the impact of team formulation on professionals’ clinical practice? and (4) what are the factors that may influence these outcomes? Design: An inductive qualitative design was used, utilising a contextualist, critical-realist paradigm. Methods: 12 CMHT members who attended team formulation were recruited from three sites within the British National Health Service. In each site, an individual interview with a clinical psychologist and a focus group with three professionals were conducted. An inductive thematic analysis was used. RESULTS Attendees across the three teams reported that although team formulation was optional, a low priority and outside of their usual way of working, this was engaged by those who perceived a value in it. Participants reported that this process required a safe environment which would not threaten attendees’ job securities; and identified factors that enable this. Although attendees predominately reported helpful aspects of engaging in team formulation, these could also be perceived as unhelpful (apart from validation). The helpful aspects of team formulation involved other professionals’ contributions. Attendees reported that team formulation impacted on their clinical practice by (1) Page 3 of 273 providing alternative ways of working with clients and meeting their clients’ needs and (2) justifying discontinuation of clinical work. Across all teams, participants reported that ideas derived from team formulation, integrated into care plans (CPs) were integral and that these CPs were valued outcomes/products of team formulation. Participants reported that CPs were helpful in justifying attendees’ engagement in team formulation, prioritising ideas and making these achievable, and providing a rationale for professionals to flexibly test ideas. Participants did not report unhelpful aspects of CPs as products of team formulation. There were conflicting perceptions across the teams regarding the factors that influenced the use of CPs e.g., psychologists expected CPs to be used but also reported that this was not required as attendees adopted alternative perspectives. Conclusions: This study found that attendees reported that other professionals’ contributions enabled them to work effectively with their clients and meet their clients’ needs. Attendees did not outline broadening their psychological knowledge as suggested by the professional document published by the Division of Clinical Psychology (2011). This study’s findings suggests that each CMHT may benefit from discussing (1) clear expectations of team formulation, as this process can be perceived as different for attendees, (2) what aspects enable team formulation to be safe and ascertain how this could be achieved, (3) the unhelpful aspects of engaging in team formulation and ways of managing these, and (4) agreeing on their expectations of the outcomes or use of the products of team formulation i.e., are professionals expected to use CPs, adopt alternative perspectives, or both. If CPs are expected to be utilised then CMHTs may require support from their managers.
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Ko, Jaewon. "IMPACT OF LEADERSHIP AND TEAM MEMBERS' INDIVIDUALISM-COLLECTIVISM ON TEAM PROCESSES AND OUTCOMES: A LEADER-MEMBER EXCHANGE PERSPECTIVE." Diss., Tucson, Arizona : University of Arizona, 2005. http://etd.library.arizona.edu/etd/GetFileServlet?file=file:///data1/pdf/etd/azu%5Fetd%5F1244%5F1%5Fm.pdf&type=application/pdf.

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Jong, Simon Barend de. "Asymmetry in task dependence among team members." [S.l. : Groningen : s.n. ; University Library of Groningen] [Host], 2008. http://irs.ub.rug.nl/ppn/305748580.

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Miles, Jeffrey Allen. "The effects of team creation procedures on team members' satisfaction and performance." The Ohio State University, 1993. http://rave.ohiolink.edu/etdc/view?acc_num=osu1279820943.

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Books on the topic "Team members"

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Team on all levels: Stories from Toyota team members. 2nd ed. Boca Raton: Taylor & Francis, 2012.

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Borrill, Carol S. How good is your team?: A guide for team members. Birmingham: [Aston Centre for Health Service Organisation Research], 2003.

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Bob, Harper, ed. Skill-building for self-directed team members. Croton-on-Hudson, NY: MW Corp., 1992.

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Malhotra, Pearl. Linking team leaders' human & social capital to their team members' career advancement. Ahmedabad: Indian Institute of Management, 2015.

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Abdullahi, Ahmed. Abdullahi picks his team: Kwara State Exco members. [Ilorin]: Kwara State of Nigeria, 1987.

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Tilstone, Christina. IT-INSET for student members of the team. Birmingham: Newmanand Westhill Colleges, 1986.

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National Advisory Council on Aging (Canada). Geriatric assessment and treatment: Members of the team. Ottawa, Ont: National Advisory Council on Aging, 1991.

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Tilstone, Christina. IT-INSET for student members of the team. Birmingham: Newman and WesthillColleges, 1986.

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Hallam, Glenn L. The adventures of team fantastic: A practical guide for team leaders and members. Greensboro, N.C: Center for Creative Leadership, 1996.

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Aguanno, Kevin. 101 Ways to Reward Team Members for $20 (or Less!). Oshawa: Multi-Media Publications Inc., 2004.

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Book chapters on the topic "Team members"

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Harris, Chris. "Profiling and Selecting Team Members." In Building Innovative Teams, 158–72. London: Palgrave Macmillan UK, 2003. http://dx.doi.org/10.1057/9780230001145_13.

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Liubchenko, Vira. "Analyzing Project Team Members’ Expectations." In Advances in Intelligent Systems and Computing II, 299–309. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-70581-1_21.

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Bui, Hung H., Dorota Kieronska, and Svetha Venkatesh. "Optimal communication among team members." In Advanced Topics in Artificial Intelligence, 116–26. Berlin, Heidelberg: Springer Berlin Heidelberg, 1997. http://dx.doi.org/10.1007/3-540-63797-4_64.

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Schaffer, Gary E., and Stacy L. Bender. "Implementation Teams and Selection of Implementation Team Members." In Implementing Universal Social-Emotional Programs, 54–81. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003343479-4.

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Soper, Nathaniel J. "How to Manage Difficult Team Members." In Leadership in Surgery, 91–97. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19854-1_9.

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Soper, Nathaniel J. "How to Manage Difficult Team Members." In Leadership in Surgery, 107–13. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-11107-0_10.

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Bradley, David T., Erica E. Ryherd, and Lauren M. Ronsse. "Reflections from Key Design Team Members." In Worship Space Acoustics, 3–40. New York, NY: Springer New York, 2016. http://dx.doi.org/10.1007/978-1-4939-3097-5_1.

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Dinis-Carvalho, José, Mónica Monteiro, and Helena Macedo. "Continuous Improvement System: Team Members’ Perceptions." In Proceedings of the 6th European Lean Educator Conference, 201–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41429-0_20.

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Snow, Robert L. "Qualities and Selection of SWAT Team Members." In SWAT Teams, 19–34. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4899-6048-1_2.

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van Diggelen, Jurriaan, Tijmen Muller, and Karel van den Bosch. "Using Artificial Team Members for Team Training in Virtual Environments." In Intelligent Virtual Agents, 28–34. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15892-6_3.

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Conference papers on the topic "Team members"

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Brownell, Ethan, Jonathan Cagan, and Kenneth Kotovsky. "Only As Strong As the Strongest Link: The Impact of Individual Team Member Proficiency in Configuration Design." 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/detc2020-22152.

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Abstract Prior research has demonstrated how the average characteristics of a team impact team performance. Individual characteristics of team members and individual team member behavior have been largely ignored, especially in the context of engineering design. In this work, a behavioral study was conducted to uncover whether the most or least proficient member of a configuration design team had a larger impact on overall performance. It was found that a configuration design team is most dependent on the proficiency of its most proficient member and results suggest that replacing the most proficient member with an even more proficient member can be expected to have a more positive impact than replacing any other member with a higher proficiency member of the same change in proficiency. The most proficient member had a significant positive effect on how quickly the team reached performance thresholds and that the other members of the team were not found to have the same positive impact throughout the design study. Behavioral heuristics were found using hidden Markov modeling to capture the differences in behavior and design strategy between different proficiency members. Results show that high proficiency and low proficiency team members exhibit different behavior, with the most proficient member’s behavior leading to topologically simpler designs and other members adopting their designs, leading to the most proficient member driving the team design and team performance.
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Stetter, Ralf, and David G. Ullman. "Team-Roles in Mechanical Design." In ASME 1996 Design Engineering Technical Conferences and Computers in Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/96-detc/dtm-1508.

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Abstract This paper presents an approach for identifying team-roles. The proposed approach is based on the interpretation of a design process in terms of the behavior of the members of the team. Behavior is codified in terms of the team member’s process and physical activities. In this study a collaborative design process was recorded on video-tape and analyzed in detail. The process was decomposed into distinct sections called events. In every event each team member was assigned a team-role taking into consideration the activity of the team member, i.e. what the team member does, how activity of the team member, i.e. what the team member does, how the team member does it, and the context of the event. A graphical representation of the results called ‘role-profile’ was developed making it possible to clearly identify a basic team-role for every subject in the observed design process.
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Liubchenko, Vira. "Analyzing project team members' expectations." In 2017 12th International Scientific and Technical Conference on Computer Sciences and Information Technologies (CSIT). IEEE, 2017. http://dx.doi.org/10.1109/stc-csit.2017.8098726.

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Babic, Tihana, and Zvonimir Musa. "The significance of transformational team members." In 2020 43rd International Convention on Information, Communication and Electronic Technology (MIPRO). IEEE, 2020. http://dx.doi.org/10.23919/mipro48935.2020.9245161.

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Harenčárová, Hana. "Sensemaking in Crisis Intervention Team Members." In the 2014 European Conference. New York, New York, USA: ACM Press, 2014. http://dx.doi.org/10.1145/2637248.2637283.

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Sitarama, Shankaran, and Alice M. Agogino. "Computational Patterns of Team Interactions and Associations With Conflict Within New Product Development Teams." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-88204.

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Abstract New Product Development involves team members coming together and working in teams to come up with innovative solutions to problems resulting in new products. They need to be creative as a team, debate extensively and come up with a breadth of ideas to solve the given customer need and problem. They also need to be very efficient in their teamwork and work cohesively. These two traits require the teams to have a divergent and a convergent thinking simultaneously. There needs to be a good balance. The team dynamics invariably result in conflicts among team members. While some amount of conflict (ideational conflict) is desirable in NPD teams to be creative as a group, relational conflicts (or discords among members) could be detrimental to teamwork. Team communication truly reflects these tensions and team dynamics. In this research study and paper, we explore the social network analysis of team communication to define and identify computational patterns of interaction and compare them with team’s assessed conflict level. We’ve identified and defined four distinctive patterns of interaction (Central member pattern, Subgroup and Aloof member pattern, Isolate member pattern and Pendant pattern). These patterns are then correlated to the level of conflict in teams. The patterns are found to capture the signatures of high and low to medium conflict in teams with a high level of accuracy.
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Xie, Luning. "Research on Value Assessment of Team Members in Virtual Team Creation." In 2014 International Conference on Management of e-Commerce and e-Government (ICMeCG). IEEE, 2014. http://dx.doi.org/10.1109/icmecg.2014.60.

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Daiko, Taro, and Yuya Kajikawa. "Team and Members’ Contribution to Inventions: Diversity from Individual and Team." In 2022 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2022. http://dx.doi.org/10.23919/picmet53225.2022.9882662.

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Ogreten, Sherry, Stephanie Lackey, and Denise Nicholson. "Recommended roles for uninhabited team members within mixed-initiative combat teams." In 2010 International Symposium on Collaborative Technologies and Systems. IEEE, 2010. http://dx.doi.org/10.1109/cts.2010.5478468.

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Kim, Myung Sook, Yong Se Kim, and Tae Hoon Kim. "Analysis of Team Interaction and Team Creativity of Student Design Teams Based on Personal Creativity Modes." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35378.

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The purpose of this study is to analyze team interaction and team creativity performance for conceptual design activities of student design teams that are composed using personal creativity modes. Experimental group design teams conducted a conceptual design task after teamwork practice activity immediately following self-awareness activity for personal creativity modes. Their design results have been evaluated using novelty and resolution aspects of the Creative Product Semantic Scale. The result shows that the teams in experimental group acquired higher score than those in control group without teamwork practice activity. Also we conducted detailed team interaction analysis of protocol data using Interaction Process Analysis method for a diverse team composed of various creativity modes and a uniform team composed of the same creativity mode. The analysis result of team interaction shows that the interaction patterns of team members in diverse team were very different from individual to individual reflecting their personal creativity modes, while those of uniform team members were almost identical. These findings suggest that knowing team members’ personal creativity modes could improve team creativity and that personal creativity modes could affect the way design team interacts.
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Reports on the topic "Team members"

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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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Tvaryanas, Anthony P., and Genny M. Maupin. Risk of Incident Mental Health Conditions Among Critical Care Air Transport (CCATT) Team Members. Fort Belvoir, VA: Defense Technical Information Center, June 2013. http://dx.doi.org/10.21236/ada582399.

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Witte, Joan. Roster of NSAP (Navy Science Assistance Program) Field Team Members, Fiscal Years 1971-1986. Fort Belvoir, VA: Defense Technical Information Center, August 1985. http://dx.doi.org/10.21236/ada164428.

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Godfrey, Brendan B. Investigation of Alleged Research Misconduct by Lincoln Laboratory Members of the 1998-5 POET Study Team. Fort Belvoir, VA: Defense Technical Information Center, January 2007. http://dx.doi.org/10.21236/ada627344.

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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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Donti, Olyvia, Andreas Konrad, Ioli Panidi, Petros Dinas, and Gregory Bogdanis. Is there a window of opportunity for flexibility development in youth? A systematic review with meta-analysis. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, September 2021. http://dx.doi.org/10.37766/inplasy2021.9.0032.

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Review question / Objective: To examine if there is a difference in the effect of stretching training on flexibility during childhood (6-11 years of age) and adolescence (12-18 years of age). Condition being studied: We are going to examine whether there is a greater response to stretching training (i.e. ‘window of opportunity’) during childhood, compared with adolescence. Information sources: Two review team members will independently screen the titles and abstracts of the retrieved publications to select the eligible publications. One review team member will act as a referee in case of disagreement between the review team members. We will also ensure that any retracted publications are identified and excluded from the selection outcome. Furthermore, we will locate the full texts that will not be immediately accessible, via emails to the lead authors and/journals of publication. A full list of the excluded publications will be provided in the final version of the systematic review.
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Douglas, Bettina, and Ann Bonner. Nephrology-specific Clinical Performance Indicators for Nurse Practitioner Education in Australia: A Resource for Students and Clinical Support Team Members. Queensland, Australia: Queensland University of Technology, June 2017. http://dx.doi.org/10.5204/rep.eprints.106890.

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Thieschafer, Cheryl L. Definition of Roles and Responsibilities of Health Care Team Members in a Population-Based Model of Primary Health Care Delivery. Fort Belvoir, VA: Defense Technical Information Center, June 1997. http://dx.doi.org/10.21236/ada372084.

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Sievers, Cindy S. Worker Safety and Security Teams Team Member Handbook. Office of Scientific and Technical Information (OSTI), June 2012. http://dx.doi.org/10.2172/1043505.

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McKinnon, Mark, Sean DeCrane, and Steve Kerber. Four Firefighters Injured in Lithium-Ion Battery Energy Storage System Explosion -- Arizona. UL Firefighter Safety Research Institute, July 2020. http://dx.doi.org/10.54206/102376/tehs4612.

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On April 19, 2019, one male career Fire Captain, one male career Fire Engineer, and two male career Firefighters received serious injuries as a result of cascading thermal runaway within a 2.16 MWh lithium-ion battery energy storage system (ESS) that led to a deflagration event. The smoke detector in the ESS signaled an alarm condition at approximately 16:55 hours and discharged a total flooding clean agent suppressant (Novec 1230). The injured firefighters were members of a hazardous materials (HAZMAT) team that arrived on the scene at approximately 18:28 hours. The HAZMAT team noted low-lying white clouds of a gas/vapor mixture issuing from the structure and nearby components and drifting through the desert. The team defined a hot zone and made several entries into the hot zone to conduct 360-degree size-ups around the ESS using multi-gas meters, colorimetric tubes, and thermal imaging cameras (TICs). The team detected dangerously elevated levels of hydrogen cyanide (HCN) and carbon monoxide (CO) during each entry. The team continued to monitor the ESS and noted the white gas/vapor mixture stopped flowing out of the container at approximately 19:50 hours. The HAZMAT leadership developed an incident action plan with input from a group of senior fire officers and information about the ESS provided by representatives from the companies that owned, designed, and maintained the ESS. The HAZMAT team made a final entry into the hot zone and found that HCN and CO concentrations in the vicinity of the ESS were below an acceptable threshold. In following with the incident action plan, the team opened the door to the ESS at approximately 20:01 hours. A deflagration event was observed by the firefighters outside the hot zone at approximately 20:04 hours. All HAZMAT team members received serious injuries in the deflagration and were quickly transported to nearby hospitals. Note: The lithium-ion battery ESS involved in this incident was commissioned prior to release of a first draft of the current consensus standard on ESS installations, NFPA 855 [1]; the design of the ESS complied with the pertinent codes and standards active at the time of its commissioning.
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