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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Gaynor, Gerard H. "Identifying team members." IEEE Engineering Management Review 43, no. 4 (2015): 7–9. http://dx.doi.org/10.1109/emr.2015.7433677.
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Arnold, Markus C., R. Lynn Hannan, and Ivo D. Tafkov. "Team Member Subjective Communication in Homogeneous and Heterogeneous Teams." Accounting Review 93, no. 5 (January 1, 2018): 1–22. http://dx.doi.org/10.2308/accr-52002.
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ABSTRACT This study investigates whether subjective communication from team members to a manager responsible for allocating performance-based bonuses increases team performance and whether the efficacy of such communication is reduced in heterogeneous teams. We draw on both economic and behavioral theories to predict that communication content, even though subjective, provides information that enables the manager to allocate bonuses so as to enhance the relation between individuals' contributions and rewards, thereby increasing individuals' effort and team performance. However, we also predict that the positive effect of team member subjective communication is more muted when team members' abilities are heterogeneous compared to homogeneous. We test these predictions via an experiment. Consistent with our predictions, team member subjective communication has a positive effect on team performance, and the positive effect is more muted for heterogeneous teams. Results of our study contribute to both theory and practice by enhancing our understanding of the role of subjective communication from team members to team managers in motivating effort in teams and, particularly, how its efficacy is affected by team composition. Data Availability: Data are available from the authors upon request.
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Ghosh, Vinit, Manaswita Bharadwaja, Sresha Yadav, and Gaurav Kabra. "Team-member exchange and innovative work behaviour." International Journal of Innovation Science 11, no. 3 (October 11, 2019): 344–61. http://dx.doi.org/10.1108/ijis-12-2018-0132.
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Purpose In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship. Design/methodology/approach A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique. Findings Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established. Originality/value The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.
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Leifels, Katrin, and Paul Bowen. "The dark side of teamwork–the relationship between social stressors, social resources and team member well-being in monocultural and multicultural work teams." Cross Cultural & Strategic Management 28, no. 4 (July 26, 2021): 867–93. http://dx.doi.org/10.1108/ccsm-08-2020-0172.
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PurposeThe purpose of this paper is to explore the relationship between cultural diversity in teams and team members' individual well-being. The paper further explores the relationship between social resources, social stressors, team member well-being and the influence of the type of team individuals are working in (mono- vs. multicultural), gender and individualism/collectivism (IC).Design/methodology/approachUsing data collected via an online survey, the authors analyzed 659 responses from individuals working in mono- and multicultural work teams. A theoretical model explaining the influence of social stressors, social resources, and social and demographic variables was proposed and tested using structural equation modeling.FindingsThe results indicate that members of multicultural work teams perceive significantly more social stressors and lower levels of social resources than do members of monocultural teams. Higher levels of social stressors suggest decreased psychological well-being, while social resources have an indirect positive effect on psychological well-being. Furthermore, personal characteristics, namely, individualism and gender, have direct effects on the perception of social stressors and indirect effects on team member well-being.Originality/valueThis paper demonstrates that cultural diversity in teams can influence the social stressors and resources that individual team members experience. Moreover, the pivotal role of social resources in the facilitation of team member well-being is highlighted primarily through its direct effect on social stressors and its concomitant indirect effect on well-being.
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Mach, Merce, and Yehuda Baruch. "Team performance in cross cultural project teams." Cross Cultural Management 22, no. 3 (August 3, 2015): 464–86. http://dx.doi.org/10.1108/ccm-10-2014-0114.
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Purpose – The purpose of this paper is to test the conditional effect of team composition on team performance; specifically, how collective team orientation, group consensus, faultline configurations and trust among team members explain the objective performance of project teams in cross-cultural contexts. Design/methodology/approach – Employing path analytical framework and bootstrap methods, the authors analyze data from a sample of 73 cross cultural project teams. Relying on ordinary least-squares regression, the authors estimate the direct and indirect effects of the moderated mediation model. Findings – The findings demonstrate that the indirect effect of collective team orientation on performance through team trust is moderated by team member consensus, diversity heterogeneity and faultlines’ strength. By contrast, high dispersion among members, heterogeneous team configurations and strong team faultlines lead to low levels of trust and team performance. Research limitations/implications – The specific context of the study (cross-cultural students’ work projects) may influence external validity and limit the generalization of the findings as well as the different compositions of countries-of-origin. Practical implications – From a practical standpoint, these results may help practitioners understand how the emergence of trust contributes to performance. It will also help them comprehend the importance of managing teams while bearing in mind the cross-cultural contexts in which they operate. Social implications – In order to foster team consensus and overcome the effects of group members’ cross-cultural dissimilarities as well as team faultlines, organizations should invest in improving members’ dedication, cooperation and trust before looking to achieve significant results, specially in heterogeneous teams and cross-cultural contexts. Originality/value – The study advances organizational group research by showing the combined effect of team configurations and collective team orientation to overall team performance and by exploring significant constructs such as team consensus, team trust and diversity faultline strength to examine their possible moderated mediation role in the process.
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Karabiyik, Tugba, Aparajita Jaiswal, Paul Thomas, and Alejandra J. Magana. "Understanding the Interactions between the Scrum Master and the Development Team: A Game-Theoretic Approach." Mathematics 8, no. 9 (September 10, 2020): 1553. http://dx.doi.org/10.3390/math8091553.
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Scrum methodology is widely used in the information technology (IT) industry for the purposes of team-based iterative software development. However, limited studies have been conducted to explore the nature of interactions between a Scrum Master and other team members and the effect of these interactions on team effectiveness. The aim of this study is to understand the interactions between the Scrum Master and other team members in an educational setting and propose and demonstrate an application of cooperative game theory for the same. Cooperative game theory can model scenarios where other team members can benefit from cooperating. Through the lens of the cooperative game-theoretic model, we investigated the strategies employed by the Scrum Master and other team members when involved in a semi-capstone IT project. Specifically, the study explored the team interaction between a Scrum Master and other team members at three different levels of team effectiveness: least effective, partially effective, and most effective. Our results indicate that a Scrum Master should be active to maximize their payoff as well as the teams’ overall payoff. Contrary to this, other team members should be active in the most and partially effective teams, while being passive in the least effective teams at higher costs of interpersonal relations and the processes. The results of the study represent a novel application of game-theoretic modeling for understanding the Scrum Master and other team member interactions. These results are applicable not just in an educational setting but also to the wider area of software development by identifying the right set of strategies by the Scrum Master, and other team members in order to help IT professionals to maximize their payoff.
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Cauwelier, Peter, Vincent M. Ribière, and Alex Bennet. "Team psychological safety and team learning: a cultural perspective." Learning Organization 23, no. 6 (September 12, 2016): 458–68. http://dx.doi.org/10.1108/tlo-05-2016-0029.
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Purpose The purpose of this paper was to evaluate if the concept of team psychological safety, a key driver of team learning and originally studied in the West, can be applied in teams from different national cultures. The model originally validated for teams in the West is applied to teams in Thailand to evaluate its validity, and the views team members have on the antecedents of team psychological safety are analyzed. Design/methodology/approach The core of the sequential explanatory mixed method research was an experiment with nine teams from a single engineering organization (three teams from each the USA, France and Thailand). Team learning behaviors were analyzed from the conversations between team members. Team psychological safety was analyzed through a quantitative instrument and one-on-one structured interviews with each team member. Findings The results showed that the original model is confirmed for the teams from the USA and France but not confirmed for teams from Thailand. The thematic analysis of the one-on-one interviews highlights important differences between teams from the USA and France on the one hand and teams from Thailand on the other hand when it comes to the role of the team manager and the views that team members have on the diversity between them. Originality/value This research confirms that the concept of team psychological safety, and its impact on the way teams learn, needs to be adjusted if it is to be applied to teams in countries with national cultures different from those prevalent in the West. The implications are that researchers who develop theories in the social sciences field should evaluate how cultural differences impact their models, and that managers who implement learning and solutions should take national cultural differences into consideration.
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Santos, Susana C., Michael H. Morris, António Caetano, Sílvia F. Costa, and Xaver Neumeyer. "Team entrepreneurial competence: multilevel effects on individual cognitive strategies." International Journal of Entrepreneurial Behavior & Research 25, no. 6 (September 2, 2019): 1259–82. http://dx.doi.org/10.1108/ijebr-03-2018-0126.
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Purpose The purpose of this paper is to introduce the concept of team entrepreneurial competence, a team-level construct representing the level of shared abilities toward entrepreneurial activities within a new venture team. A multilevel model of the influence of team entrepreneurial competence and team entrepreneurial experience on the cognitive strategies of team members is developed and tested. Design/methodology/approach Using a sample of 47 early stage entrepreneurial teams (144 individuals), a set of hypotheses regarding the effect of team entrepreneurial competence on team member reliance on effectual and causal reasoning, together with the moderating effect of team entrepreneurial experience, are tested. Findings The results provide support for a positive multilevel association between team entrepreneurial competence and the reliance by team members on both causal and effectual reasoning strategies; members of teams with higher entrepreneurial competence and more entrepreneurial experience are more likely to engage in effectuation. Research limitations/implications Understanding how team-level predictors and moderators have a role in determining individual effectuation and causation strategies offers promise in advancing effectuation theory. Practical implications Teams develop entrepreneurial competencies that transcend those of individual team members; where teams have more collective entrepreneurial experience, the effect on the tendency of individuals to engage in effectual reasoning is enhanced, which can be beneficial in highly uncertain contexts. Originality/value The results of this study are a step forward for effectuation theory, as it demonstrates the role of team-level variables in explaining individual causal and effectual reasoning.
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Wang, Shirley, Astrid C. Homan, and Karen Jehn. "Individual Task Conflict Asymmetry and Peer Ratings of Member Effectiveness." Small Group Research 51, no. 3 (October 15, 2019): 402–26. http://dx.doi.org/10.1177/1046496419876343.
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The present article explores the effects of individual task conflict asymmetry—a member’s task conflict perception relative to others on the team—on peer ratings of that member’s effectiveness. In two studies of student teams, we find that individuals who perceive more conflict than their teammates are rated as more effective team members. This effect is explained by uncertainty experienced by the high task conflict perceiver, which acts as a catalyst for additional effort expansion toward team goals. By turning our attention to peer ratings of member effectiveness, we offer an optimistic side to individual task conflict asymmetry.
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Stevens, Ronald H., Trysha L. Galloway, and Ann Willemsen-Dunlap. "Neuroergonomics: Quantitative Modeling of Individual, Shared, and Team Neurodynamic Information." Human Factors: The Journal of the Human Factors and Ergonomics Society 60, no. 7 (June 15, 2018): 1022–34. http://dx.doi.org/10.1177/0018720818781623.
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Objective: The aim of this study was to use the same quantitative measure and scale to directly compare the neurodynamic information/organizations of individual team members with those of the team. Background: Team processes are difficult to separate from those of individual team members due to the lack of quantitative measures that can be applied to both process sets. Method: Second-by-second symbolic representations were created of each team member’s electroencephalographic power, and quantitative estimates of their neurodynamic organizations were calculated from the Shannon entropy of the symbolic data streams. The information in the neurodynamic data streams of health care ( n = 24), submarine navigation ( n = 12), and high school problem-solving ( n = 13) dyads was separated into the information of each team member, the information shared by team members, and the overall team information. Results: Most of the team information was the sum of each individual’s neurodynamic information. The remaining team information was shared among the team members. This shared information averaged ~15% of the individual information, with momentary levels of 1% to 80%. Conclusion: Continuous quantitative estimates can be made from the shared, individual, and team neurodynamic information about the contributions of different team members to the overall neurodynamic organization of a team and the neurodynamic interdependencies among the team members. Application: Information models provide a generalizable quantitative method for separating a team’s neurodynamic organization into that of individual team members and that shared among team members.
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Evans, Mike, Clive Thomas, and Ray Wells. "Self-managing work teams: The team members' perspective." Total Quality Management 8, no. 2-3 (June 1997): 60–66. http://dx.doi.org/10.1080/0954412979703.
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Schaafstal, Alma, Raegan M. Hoeft, and Martin van Schaik. "Training a Team with Simulated Team Members." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 25 (September 2002): 2026–29. http://dx.doi.org/10.1177/154193120204602507.
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The process of training teams increasingly occurs in synthetic environments. However, it is often still modeled after live team training, including the disadvantages of live training, for example, the fact that all teammates must be available. This paper explores overcoming the disadvantages of human teammates in training teams in synthetic environments, while keeping the advantages of learning in a collaborative and cooperative fashion. Simulated teammates are a promising alternative because they are always available, may be modeled after experienced training personnel, and may be more cost effective in the long run. This paper details a research approach towards the definition of requirements for simulated teammates. In our approach, we carry out a set of experiments using confederates as simulated teammates, in a well-controlled simulation of a military command-and-control task The results of a first experiment show slightly better teamwork skills for those teams trained with simulated teammates.
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Chen, Hua, and Kevin Chung. "Increasing Team Performance by Sharing Success." Journal of Marketing Research 58, no. 4 (June 25, 2021): 662–85. http://dx.doi.org/10.1177/00222437211021835.
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When using group-based commission plans to motivate their sales force, should firms always compensate salespeople based on the average of team members’ sales outcomes? The theory suggests that when team members are heterogeneous in sales abilities, the proposed maximum contract (where the team output is set by the largest individual sales output) dominates the average contract (where the team output is determined by the average output of team members) in terms of overall team effort. This is because the stronger team member will exert higher effort under the maximum contract compared with the average contract, and this increase exceeds the decrease in the weaker team member’s effort. The authors validate the theoretical predictions by employing two laboratory experiments to provide a causal test of the theory and two randomized field experiments to deliver additional corroborating evidence. Overall, the experimental results are consistent and broadly confirm the theoretical predictions, pointing to the substantial gains from implementing the maximum contract when team members are heterogeneous in abilities. Interestingly, the weaker team members exert similar effort across the maximum and average contracts, although the theory predicts higher effort under the latter.
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Mtsweni, Emmanuel S., Tertia Hörne, and John Andrew van der Poll. "Soft Skills for Software Project Team Members." International Journal of Computer Theory and Engineering 8, no. 2 (2016): 150–55. http://dx.doi.org/10.7763/ijcte.2016.v8.1035.
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Lee, Byung-Pil, and Yoon-hyung Cho. "The Relationship between Shared Leadership, Change Self-efficacy, Collectivistic Value Orientation and Change-oriented Organizational Citizenship Behavior: Team Level Analysis." Korean Academy Of Leadership 13, no. 1 (February 28, 2022): 107–37. http://dx.doi.org/10.22243/tklq.2022.13.1.107.
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Recently, environment change is more complex, dynamic and ambiguity, the increased use of teams in organizations more and more important for competitive advantage. However, the question naturally arises regarding what forms of leadership are best suited for these structures and will promote the attainment of performance?. At this point, early leadership researchers argued that the importance of leadership being shared among team members.
Shared leadership as results from the distribution of leadership influence across all of team members and mutual influence embedded in the interactions among team members that can significantly improve team and organizational performance. That is shared leadership occurs when all members of a team are fully engaged in the leadership of the team and are not hesitant to influence and guide their fellow team members in an effort to maximize the potential of the team as a whole.
This study purpose to investigate relationship between shared leadership, change self-efficacy, collectivistic orientation and change-oriented organizational citizenship behavior (OCB) at team level analysis that show clear the process and context of shared leadership influences. More detalied, examined the effect of shared leadership foster employees’ change-oriented OCB and reflected mediating effect of change self-efficacy, the moderating effect of collectivistic value orientation was regarded as a contextual factor.
After literature review, we set the direct hypothesis, mediate hypothesis, moderate hypothesis and moderated mediation hypothesis. For test of hypothesis, we conducted survey method and to removed the common method bias problem, questionnaires are collected by multi-source(team leader, team member) and check the aggregation of individual responds to using team level(rwg, ICC(1), ICC(2)). Total 416 team members and 98 teams used for final analysis.
The results show that shared leadership have positive impacts on change-oriented OCB and change self-efficacy. Change self-efficacy has a positive impact on change-oriented OCB. Also, change self-efficacy mediate between shared leadership and change-oriented OCB. Collectivistic value orientation moderate between shared leadership and change self-efficacy. If high on collectivistic value orientation, the those of relationship are more increased. Finally, moderated mediations are significant that change self-efficacy mediation of effect are more strong under high on collectivistic value orientation, reflected of conditional indirect effect.
Based on the results, organizations can enhance shared leadership by encouraging team members when teams foster interact team member and all of team members as leaders and to involve in shared, mutual leadership for extra-role behavior such as change-oriented OCB. Also managers should ensure that all of team members has shared direction and purpose, promote and establish norms of participation and input into the team’s activities and strategies, and seek to foster a positive environment where team members encourage one another and actively recognize each others’ contributions.
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Zhang, Yong, Guiquan Li, and Mingxuan Wang. "Designing creative teams from creative members: the role of reward interdependence and knowledge sharing." Nankai Business Review International 11, no. 4 (October 26, 2020): 617–34. http://dx.doi.org/10.1108/nbri-05-2020-0028.
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Purpose This paper aims to extend understanding of how team creative potential translates into team creativity. Drawing on social exchange theories, the authors propose that reward interdependence produce cooperative intra-team interactions, which in turn enables aggregate levels of individual member creativity to translate into team creativity. Further, the authors propose that reward interdependence enhances this link indirectly by motivating collective norms around knowledge sharing. Design/methodology/approach Multi-source and multi-wave data was collected from 94 R&D teams in two large medical firms. At Time 1, team members assessed the degree of reward interdependence and knowledge sharing characterizing their team; team leaders rated each member’s individual creativity. Unit leaders reported on the team’s overall creativity at Time 2 (three months after Time 1). Findings The results indicate that the effect of aggregate member creativity (AMC) on team creativity is moderated by reward interdependence in such a way that when reward interdependence is high, AMC has stronger positive effects on team creativity. Furthermore, knowledge sharing, as motivated by reward interdependence, mediates this moderating effect. Originality/value By integrating the team design and team creativity literatures, this paper advances an interactive model in which team creative composition combines with reward interdependence and knowledge sharing to help team creativity.
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Schreuder, Frits, Rene Schalk, and Jeroen de Jong. "Psychological contracts in self-directed work teams." Team Performance Management: An International Journal 23, no. 3 (June 13, 2017): 136–55. http://dx.doi.org/10.1108/tpm-07-2016-0035.
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Purpose This study aims to examine reciprocal exchange in teams using a psychological contract (PC) framework. Adopting Rousseau’s conceptualization of the contract, the authors explore the extent to which the team members reciprocate perceived team obligations and fulfilment by adjusting their own obligations and fulfilment. A new scale for the measurement of obligations and fulfilment was developed. Team commitment was hypothesized as a mediating variable. Design/methodology/approach The new PC scale was tested in a longitudinal study design. A survey of a representative sample of 230 Dutch first-year college students nested in 73 teams was conducted. Findings The authors found that in student teams, perceived team obligations at Time 1 are positively associated with perceived member obligations at Time 2. Furthermore, they found higher commitment to the team as the team fulfilled the obligations as perceived by its members. Contrary to the exchange theory, in student teams, perceived fulfilment of obligations at Time 1 is not reciprocated by more obligations of its members at Time 2. No significant mediating effects are found of team commitment. Originality/value To date, this study provides the first measurement of contract fulfilment in non-hierarchical team relationships. The instrument can act as a tool to assess future team effectiveness and performance and adjust team composition accordingly.
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Lilly, Craig M., and Adam W. Katz. "New ICU Team Members." Chest 149, no. 5 (May 2016): 1119–20. http://dx.doi.org/10.1016/j.chest.2016.02.666.
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Tchupo, Dominique Engome, and Gretchen A. Macht. "Analysis of Team Member Evaluations Based on Gender." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (September 2022): 256–60. http://dx.doi.org/10.1177/1071181322661149.
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Using data collected from multiple teams of undergraduate engineering students, this study examines whether team members evaluate members of different perceived genders differently than they would a member of their own perceived gender. This was done using social relations modeling to analyze the dyadic differences within the teams over the course of several years. This research found that despite what was expected, gender only played a minor role in how different team members rated each other as time progressed. This lack of significance of gender in the model could be attributed to the high proportion of women in this major as well as how the teams were formed.
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Presbitero, Alfred. "Task performance in global virtual team." Personnel Review 49, no. 5 (December 3, 2019): 1091–105. http://dx.doi.org/10.1108/pr-10-2018-0415.
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Purpose Drawing from theoretical perspectives on social identity, self-categorization, intelligence and leader–member exchange, the purpose of this paper is to develop and test a moderated-moderation model involving a member’s task performance in global virtual team. Design/methodology/approach A survey study was conducted involving both team members and their respective team leaders in global virtual teams (GVTs) in a multinational firm based in the Philippines. Findings Results demonstrate that a member’s perceived cultural dissimilarity is significantly but negatively related to his or her task performance (as rated by the team leader). Also, results show that a team member’s cultural intelligence (CQ) (as rated by the team leader) exerts a moderating influence in the relationship between perceived cultural dissimilarity and task performance. Lastly, team leader’s CQ (as rated by the team member) exerts a moderating influence on the relationship between perceived cultural dissimilarity and team member’s CQ which consequently impacts a team member’s task performance. Originality/value This study contributes to the literature particularly adding to the growing body of literature that identifies factors contributing to the effectiveness of GVTs. Specifically, the authors highlight the critical role of CQ of both team member and team leader in reducing the negative influence of perceived cultural dissimilarity on individual task performance. This study also offers practical recommendations on how to effectively develop and enhance CQ in GVTs so that high levels of effectiveness particularly when delivering the tasks are ensured.
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Eaton, Joshua A., Matthew-Donald D. Sangster, Molly Renaud, David J. Mendonca, and Wayne D. Gray. "Carrying the Team: The Importance of One Player’s Survival for Team Success in League of Legends." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 61, no. 1 (September 2017): 272–76. http://dx.doi.org/10.1177/1541931213601550.
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Objective: This research investigates the effect of “critical” team members and team familiarity on team performance in the Multi-player Online Battle Arena gaming environment, League of Legends™. Background: A critical team member is any member of a team whose presence (or absence) can have a dramatic impact on the team’s ability to reach their objective, while team familiarity can be viewed as the knowledge team members have about one another and the knowledge team members have about the tasks that must be accomplished. Methods: Data visualization techniques and logistic regression is used to explore team data collected from publicly accessible sources for the online game League of Legends, which is one of the most popular games in the world. Results: The proportion of time a team’s “Carry” is incapacitated (the “critical” team member) during a given match has a direct impact on how the team performs. Conclusions: The results show that critical team positions exist on teams, and can have a significant effect on achieving the team’s goals. In addition, there is a need for the development of tools, techniques and measures to bring “Big Data” to bear in the study of teamwork. Application: This research illustrates the feasibility of exploring online gaming data for new insights into team performance.
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Stevens, Ron, Chris Berka, and Marcia Sprang. "Neurophysiologic Collaboration Patterns during Team Problem Solving." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 53, no. 12 (October 2009): 804–8. http://dx.doi.org/10.1177/154193120905301209.
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We have explored using neurophysiologic collaboration patterns as an approach for developing a deeper understanding of how teams collaborate when solving time-critical, complex real-world problems. Teams of three students solved substance abuse management simulations using IMMEX software while measures of mental workload (WL) and engagement (E) were generated by electroencephalography (EEG). Levels of high and low workload and engagement were identified for each member at each epoch statistically and the vectors consisting of these measures were clustered by self organizing artificial neural networks. The resulting cognitive teamwork patterns, termed neural synchronies, were different across six different teams. When the neural synchronies were compared across the team members of individual teams segments were identified where different synchronies were preferentially expressed. Some were expressed early in the collaboration when the team members were forming mental models of the problem, others were expressed later in the collaboration when the team members were sharing their mental models and converging on a solution. These studies indicate that non-random patterns of neurophysiologic synchronies can be observed across teams and members of a team when they are engaged in problem solving. This approach may provide an approach for monitoring the quality of team work during complex, real-world and possible one of a kind problem solving.
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Hess, James P. "Autonomous team members’ expectations for top-leader involvement." Team Performance Management: An International Journal 24, no. 5/6 (August 13, 2018): 283–97. http://dx.doi.org/10.1108/tpm-10-2017-0060.
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Purpose The purpose of this paper is to examine incongruities between autonomous team members’ expectations for top-leader involvement with teams and their perceptions of top-leader involvement actually encountered in their own team experiences. Design/methodology/approach Interview feedback was sought from three participants from each of six autonomous teams to capture explanations of their lived experiences from team participation. Transcribed data were examined through thematic analysis, from which patterned responses and meanings relevant to the research inquiry were identified. Findings To foster a team environment and shape the organizational context to align with autonomous team members’ expectations, organizational leaders should give significant attention to all-inclusive recruitment; frequent, face-to-face communication between themselves and team members; and an unwavering resource allocation. Originality/value This study addresses a unique realm of team research in addressing the need for top leaders to understand team members’ expectations for their involvement in shaping an organizational context most conducive to team effectiveness.
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Sharma, Kiran, and Elisha Mahato. "THE ROLE OF INTERPROFESSIONAL COMMUNICATION SKILL IN NURSING EDUCATION & PRACTICE." International Journal of Advanced Research 10, no. 01 (January 31, 2022): 1035–39. http://dx.doi.org/10.21474/ijar01/14140.
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It is progressively important for health care professionals and clients to get involved actively and Skillfully in interprofessional health care teams to come up with specialized knowledge and skills towards addressing health care challenges. Moreover, health team members must be sensitized to the communication demands of working effectively in health care teams. Health team members should be able to use effective communication to dispense major input on making complex health care decisions and enhance health outcomes. Each member of health care team should contribute with specialized knowledge, information, and skills to the health care that can help to provide effective delivery of care and improve health outcomes. Health related communication strategies need to be developed within health care teams to encourage cooperation between team members for sharing relevant information, and to encourage more coordination in making important health decisions.
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Huang, Chiung-Yi, Jia-Chi Huang, and Yuhsuan Chang. "Team goal orientation composition, team efficacy, and team performance: The separate roles of team leader and members." Journal of Management & Organization 25, no. 6 (January 12, 2017): 825–43. http://dx.doi.org/10.1017/jmo.2016.62.
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AbstractThis study aims to examine team goal orientation composition regarding the different roles of a leader’s and team members’ collective goal orientation, and the effects of these on team outcomes. Data included 268 respondents from 64 teams. Results showed team members’ learning goal orientation has positive effect on team performance, mediated by team efficacy. Further, for the role of team leader, the results also revealed the same pattern. Study also showed a leader’s performance goal orientation has negatively related on team performance, mediated by team efficacy. Finally, taking both roles simultaneously, study indicated the interaction between a leader’s and members’ performance goal orientation has negatively related to team efficacy, and the interaction between a leader’s and members’ learning goal orientation has negatively related to team performance. This research contributes to the existing goal orientation theory by taking the different roles of team leader and members into consideration.
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Fan, Kai-Tang, Yuan-Ho Chen, Ching-Wen Wang, and Minder Chen. "E-leadership effectiveness in virtual teams: motivating language perspective." Industrial Management & Data Systems 114, no. 3 (April 8, 2014): 421–37. http://dx.doi.org/10.1108/imds-07-2013-0294.
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Purpose – Virtual teams are becoming a norm in current knowledge-based society and offer a wide range of organizational benefits. This paper aims to investigate the effects of leaders’ motivating language (ML) and feedback approach on virtual team members’ creativity performance. Design/methodology/approach – A 2×2 with pre-test and post-test experimental design was employed to explore how to stimulate virtual team members’ creativity performance using a group decision support system. Findings – The results show that leaders’ ML and feedback approach via e-mail instructions have different interaction effects on members’ creativity and idea generation performance. Team members receiving direction-giving instructions generate more ideas under the demanding feedback approach and team member receiving instructions with more empathetic language exhibit higher creativity performance under the encouraging feedback approach. Research limitations/implications – Shortcomings of virtual environment and leadership remain the major factors influencing such findings. Since the results are also restrained by the functionality of the utilized software tool, tools for virtual teams are recommended to include features that can support the effective use of team leaders’ motivational language. Social implications – Virtual team leaders should provide proper guidance to members using understanding and empathetic wording approach. For task-oriented work, leaders should consider giving more specific instructions and provide constant feedback for completed work. For creative work, leaders should give positive encouragement as feedback or even challenge team members to stimulate their creativity. Additionally, facilitation rules can be set up in advance so that the intelligent agent can timely send out follow-up instructions/feedback. Originality/value – The gained insights beneficially help tool developers for virtual teams build/enhance their tools based on the need of team leaders. This paper also usefully offers important implications regarding how to motivate virtual team members’ creative thinking.
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Gorman, Jamie C., David A. Grimm, Ronald H. Stevens, Trysha Galloway, Ann M. Willemsen-Dunlap, and Donald J. Halpin. "Measuring Real-Time Team Cognition During Team Training." Human Factors: The Journal of the Human Factors and Ergonomics Society 62, no. 5 (June 18, 2019): 825–60. http://dx.doi.org/10.1177/0018720819852791.
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Objective A method for detecting real-time changes in team cognition in the form of significant communication reorganizations is described. We demonstrate the method in the context of scenario-based simulation training. Background We present the dynamical view that individual- and team-level aspects of team cognition are temporally intertwined in a team’s real-time response to challenging events. We suggest that this real-time response represents a fundamental team cognitive skill regarding the rapidity and appropriateness of the response, and methods and metrics are needed to track this skill. Method Communication data from medical teams (Study 1) and submarine crews (Study 2) were analyzed for significant communication reorganization in response to training events. Mutual information between team members informed post hoc filtering to identify which team members contributed to reorganization. Results Significant communication reorganizations corresponding to challenging training events were detected for all teams. Less experienced teams tended to show delayed and sometimes ineffective responses that more experienced teams did not. Mutual information and post hoc filtering identified the individual-level inputs driving reorganization and potential mechanisms (e.g., leadership emergence, role restructuring) underlying reorganization. Conclusion The ability of teams to rapidly and effectively reorganize coordination patterns as the situation demands is a team cognitive skill that can be measured and tracked. Application Potential applications include team monitoring and assessment that would allow for visualization of a team’s real-time response and provide individualized feedback based on team member’s contributions to the team response.
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Susskind, Alex M., and Peggy R. Odom-Reed. "Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams." Communication Research 46, no. 2 (February 3, 2016): 151–78. http://dx.doi.org/10.1177/0093650215626972.
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This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.
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Wattanatinnachot, Khemmanit. "Team Members’ Perspectives on Factors Affecting Virtual Team Working in Information Technology Consulting Firms." Asia Social Issues 15, no. 3 (December 16, 2021): 251656. http://dx.doi.org/10.48048/asi.2022.251656.
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This study aims to explore team members’ perspectives on factors affecting virtual team working in information technology consulting firms. Using semi-structured interviews with 25 research participants, this research adopted 2 virtual teams in different contexts. One that had no face-to-face interaction whereas and the other one had the initial face-to-face meeting. The results showed that communication, trust, socialization, cultural diversity and leadership were factors affecting virtual team working for both teams. Communication was the main challenge due to different time zones but both teams overcame by organizing overlapping hours to have online synchronous meetings. The initial face-to-face meeting and open lines of communication developed affect-based trust among team members whereas cognition-based trust based on consistent work performance existed in virtual teams that lacked physical interaction. Conducting virtual bonding exercises occasionally is necessary for virtual team members in order to renew interpersonal ties among team members. In terms of culture diversity, team members from individualistic cultures favored direct communication whereas team members from collectivistic cultures soured out group-based information before reaching unanimous decisions. In terms of leadership, managers of both virtual teams ensured that work progress was on schedule and maintaining positive leadership attitudes is the key to lead virtual teams.
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Dimas, Isabel Dórdio, Teresa Rebelo, and Paulo Renato Lourenço. "Learning conditions, members’ motivation and satisfaction: a multilevel analysis." Learning Organization 22, no. 2 (February 2, 2015): 131–47. http://dx.doi.org/10.1108/tlo-10-2014-0060.
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Purpose – The purpose of this paper was to contribute to the clarification of the conditions under which teams can be successful, especially those related to team learning. To attain this goal, in the present study, the mediating role played by team members’ motivation on the relationship between team learning conditions (shared learning beliefs and team learning support) and members’ satisfaction with the team was analysed. Design/methodology/approach – An empirical study with a multilevel design was carried out. Data concerning learning conditions, motivation and satisfaction were obtained from a survey among 398 employees working in 71 teams that perform complex tasks from 24 companies. A multilevel analysis was conducted. Findings – Overall, the results showed that both team learning conditions – shared learning beliefs and team learning support – had a significant positive effect on members’ satisfaction, which was mediated by members’ motivation. Originality/value – The proliferation of groups in the organizational setting has set new challenges for organizational research. In fact, more than ever it is necessary to study the conditions under which teams can be successful. Our findings put forward the relevance of creating conditions in the team to learn to increase team effectiveness, namely, in terms of team members’ satisfaction.
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Ormsbee, Christine K., and Kathryn A. Haring. "Rural Preassessment Team Members' Perceptions of Effectiveness." Rural Special Education Quarterly 19, no. 1 (March 2000): 17–25. http://dx.doi.org/10.1177/875687050001900104.
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Preassessment teams are now perceived as a collaborative resource for teachers who have students experiencing learning and behavioral problems. These teams are responsible for providing professional support, identifying and clarifying student problems, designing appropriate interventions, and monitoring student progress. In rural schools, where access to external consultants and research activities is limited and often rare, preassessment teams may be the only opportunity for educators to engage in collaborative problem solving. The purpose of this study was to determine rural preassessment team members' perceptions of effectiveness, identify how they viewed their roles on teams, and delineate how preassessment teams were formulated. Results of a survey of rural school district's preassessment team members indicate they perceive themselves as a very effective support system for their colleagues.
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H. van Dun, Desirée, and Celeste P. M. Wilderom. "Lean-team effectiveness through leader values and members’ informing." International Journal of Operations & Production Management 36, no. 11 (November 7, 2016): 1530–50. http://dx.doi.org/10.1108/ijopm-06-2015-0338.
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Purpose Although empirical tests of effective lean-team leadership are scarce, leaders are often blamed when lean work-floor initiatives fail. In the present study, a lean-team leader’s work values are assumed to affect his or her team members’ behaviors and, through them, to attain team effectiveness. Specifically, two of Schwartz et al.’s (2012) values clusters (i.e. self-transcendence and conservation) are hypothesized to be linked to team members’ degree of information and idea sharing and, in turn, to lean-team effectiveness. The paper aims to report the examination of these hypotheses. Design/methodology/approach Survey responses (n=429) of both leaders and members of 25 lean-teams in services and manufacturing organizations were aggregated, thereby curbing common-source bias. To test the six hypotheses, structural equation modeling was performed, with bootstrapping, linear regression analyses, and Sobel tests. Findings The positive relationship between lean-team effectiveness and leaders’ self-transcendence values, and the negative relationship between lean-team effectiveness and leaders’ conservation values were partly mediated by information sharing behavior within the team. Research limitations/implications Future research must compare the content of effective lean-team values and behaviors to similar non-lean teams. Practical implications Appoint lean-team leaders with predominantly self-transcendence rather than conservation values: to promote work-floor sharing of information and lean-team effectiveness. Originality/value Human factors associated with effective lean-teams were examined, thereby importing organization-behavioral insights into the operations management literature: with HRM-type implications.
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Espevik, Roar, Bjørn Helge Johnsen, and Jarle Eid. "Outcomes of Shared Mental Models of Team Members in Cross Training and High-Intensity Simulations." Journal of Cognitive Engineering and Decision Making 5, no. 4 (November 17, 2011): 352–77. http://dx.doi.org/10.1177/1555343411424695.
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The present study examined whether shared mental models of team members’ characteristics were associated with team outcomes (i.e., performance, communication, and physical arousal) in cross training and a high-intensity simulation requiring coordinated team action. In a quasi-experimental design, 36 Navy officer cadets were randomly assigned to 12 newly formed tactical teams in the no shared mental modal condition (NoSMM). In contrast, 33 Navy officer cadets in 11 seasoned teams were included in the shared mental model condition (TMSMM). All teams were exposed to the same naval scenarios in their cross training and simulation exercise. The results showed that teams with TMSMM had superior performance and communication patterns characterized by updates and confirmations compared to the NoSMM teams during cross training and simulation. During cross training, TMSMM teams provided more backup than NoSMM teams. These findings suggest that shared mental models of team member are transferable through tasks and enhance the effects of cross training. The present study extends previous research indicating that shared mental models of team members represent an independent, adaptive asset at the group level that enhances team efficiency.
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Kline, Theresa J. B. "Team Members' and Supervisors' Ratings of Team Performance: A Case of Inconsistency." Psychological Reports 88, no. 3_suppl (June 2001): 1015–22. http://dx.doi.org/10.2466/pr0.2001.88.3c.1015.
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This study used measures of team performance, organizational support, and supervisors' judgment to examine the consistency of ratings of teams by both their members as well as their supervisors. For 75 team members from 13 different work teams in different organizations Pearson correlation coefficients were used to assess the consistency of ratings of these measures within the teams and between teams and supervisors. The results indicate the need for rater training, both at the team and supervisor levels.
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Naber, Andrew M., Jennifer N. McDonald, Olabisi A. Asenuga, and Winfred Arthur. "Team Members’ Interaction Anxiety and Team-Training Effectiveness." Human Factors: The Journal of the Human Factors and Ergonomics Society 57, no. 1 (June 12, 2014): 163–76. http://dx.doi.org/10.1177/0018720814538814.
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Long, Sarah. "Primary health care team workshop: team members' perspectives." Journal of Advanced Nursing 23, no. 5 (May 1996): 935–41. http://dx.doi.org/10.1046/j.1365-2648.1996.10911.x.
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Susskind, Alex M., Peggy R. Odom-Reed, and Anthony E. Viccari. "Team Leaders and Team Members in Interorganizational Networks." Communication Research 38, no. 5 (December 28, 2010): 613–33. http://dx.doi.org/10.1177/0093650210380867.
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Dong, Yuwei, and Qingren Cao. "Research on the Cultivation of College Students’ Innovation Ability and the Development of Self-Survival Innovation Team from the Perspective of Green Ecology." Discrete Dynamics in Nature and Society 2021 (December 22, 2021): 1–10. http://dx.doi.org/10.1155/2021/9659164.
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Self-survival innovation teams composed of college students are considered incubators for future entrepreneurs. Stability is the prerequisite for team survival, while sustainable development is the necessary condition for their continuous progress. The development of members and the team are interrelated. In the continuous development of the team, the members, who contribute to the development of the team, change iteratively, while the team provides opportunities and platforms for the development of the members. However, at present, there are few researches on the sustainable development of the team and the data analysis on the correlation between the member development and the team construction. Therefore, in order to make a systematic analysis on the sustainable development ability of the team, this paper adopts questionnaires to obtain relevant information about college students and their innovation team. SPSS software (25.0) is used to make statistical analysis on the current development of college students’ individual ability and innovation team. Based on this, the paper puts forward analysis strategies for the personal development of college students and the construction of self-survival innovation team.
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London, Manuel. "Team processes for adaptive and innovative outcomes." Team Performance Management 20, no. 1/2 (March 4, 2014): 19–38. http://dx.doi.org/10.1108/tpm-05-2013-0012.
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Purpose – The aim of this paper is to consider how exploitative and exploratory team processes contribute to adaptive and innovative outcomes. The paper integrates the team learning and team adaptation literature and examines factors that stimulate and support exploitative and exploratory processes in interdisciplinary and homogeneous teams. This has implications for team learning research and facilitation that fosters adaptation and innovation. Design/methodology/approach – The paper reviews how teams learn to be exploitative and exploratory and the extent to which adaptive and innovative outcomes ensue. The paper suggests the value of teams understanding how different conditions (environment, leadership, member characteristics, and team composition) affect team members' interactions as they learn and apply exploitative and exploratory processes to produce adaptive and/or innovative outcomes. Findings – Teams learn frames of reference for being exploitative and exploratory influenced by environmental conditions, leadership, particularly leadership that creates psychological safety, and team member characteristics and team. Interdisciplinary team composition and resulting possible subgroup formation pose challenges for exploitative and exploratory teams. Research limitations/implications – Future research should study teams over time to observe subgroup formation and integration, and facilitation by leaders, team members, and group dynamics professionals to support exploratory and exploitative frames and the emergence of adaptations and innovations. Practical implications – Teams may be more successful in implementing innovations when they have learned how to weave between exploratory and exploitative frames of behavior. Originality/value – The paper applies exploitative and exploratory processes to teams to increase their capacity to produce adaptive and innovative outcomes.
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Moon, Yun-Ji, and So-Ra Kang. "The Effect of Team Members' Psychological Characteristics and Knowledge Network Characteristics among Team Members on Team Performance." Journal of Information Systems 20, no. 1 (March 31, 2011): 1–20. http://dx.doi.org/10.5859/kais.2011.20.1.001.
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