Relevant bibliographies by topics / Team Theory

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Team Theory'

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

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Journal articles on the topic "Team Theory"

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Kilmister, C. W., K. H. Kim, and F. W. Roush. "Team Theory." Mathematical Gazette 73, no. 465 (October 1989): 277. http://dx.doi.org/10.2307/3618501.

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Klein, Jonathan H., K. H. Kim, and F. W. Roush. "Team Theory." Journal of the Operational Research Society 39, no. 7 (July 1988): 695. http://dx.doi.org/10.2307/2582195.

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Klein, Jonathan H. "Team Theory." Journal of the Operational Research Society 39, no. 7 (July 1988): 695–96. http://dx.doi.org/10.1057/jors.1988.119.

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Kim, K. H., and F. W. Roush. "Team theory." Automatica 24, no. 5 (September 1988): 722–23. http://dx.doi.org/10.1016/0005-1098(88)90125-2.

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Elitzur, Ramy. "Team theory." European Journal of Operational Research 36, no. 2 (August 1988): 277. http://dx.doi.org/10.1016/0377-2217(88)90446-8.

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Guan, KeXin, ZhengXue Luo, JiaXi Peng, Zhen Wang, HaiTing Sun, and Chun Qiu. "Team Networks and Team Identification: The Role of Leader-Member Exchange." Social Behavior and Personality: an international journal 41, no. 7 (August 1, 2013): 1115–23. http://dx.doi.org/10.2224/sbp.2013.41.7.1115.

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We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.
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Vangrieken, Katrien, Filip Dochy, and Elisabeth Raes. "Team learning in teacher teams: team entitativity as a bridge between teams-in-theory and teams-in-practice." European Journal of Psychology of Education 31, no. 3 (January 6, 2016): 275–98. http://dx.doi.org/10.1007/s10212-015-0279-0.

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Gattami, A., B. M. Bernhardsson, and A. Rantzer. "Robust Team Decision Theory." IEEE Transactions on Automatic Control 57, no. 3 (March 2012): 794–98. http://dx.doi.org/10.1109/tac.2011.2168071.

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Valcea, Sorin, Maria Hamdani, and Bret Bradley. "Weakest Link Goal Orientations and Team Expertise: Implications for Team Performance." Small Group Research 50, no. 3 (January 28, 2019): 315–47. http://dx.doi.org/10.1177/1046496418825302.

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Using prior theory and research, we argue that a team member with a low learning goal or a high avoid orientation is detrimental for the expertise–performance relationship in team tasks. Results from a study of 82 teams showed that, after controlling for goal orientation team composition, expertise improved team performance only when teams did not have a weak link team member. In contrast, when teams had this weak link teammate, expertise did not improve performance, and in some cases damaged it. Implications for theory and practice are discussed.
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Senaratne, Sepani, and Saranga Gunawardane. "Application of team role theory to construction design teams." Architectural Engineering and Design Management 11, no. 1 (June 10, 2013): 1–20. http://dx.doi.org/10.1080/17452007.2013.802980.

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Dissertations / Theses on the topic "Team Theory"

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Vadhavkar, Sanjeev Sureshchandra. "Team interaction space effectiveness for globally dispersed teams : theory and case studies." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/28235.

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Thesis (Sc. D.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2001.
Includes bibliographical references (leaves 261-275).
Groups of geographically and/or organizationally dispersed members are increasingly being assembled to accomplish a wide range of organizational tasks using a combination of telecommunication and information technologies. The emergence of such technologically savvy globally dispersed teams has also heralded a complex and largely uninvestigated area of interaction practices of such team members. By enabling team interactions via non-traditional media, information technologies have actually expanded and transformed the conventional team interaction space. This merger of physical space with digital space has created a new kind of team interaction spaces, one where organizational, technological and spatial dimensions play significant roles. This research assesses the impact of team interaction space on perceived team performance using qualitative and quantitative research techniques. To collect qualitative data, interviews were conducted with 82' members from globally dispersed teams from three Global 500 companies. 45 audio, video and face-to-face team interactions between these team members were observed and analyzed. A survey on team interaction space was administered to the team members to substantiate the research hypotheses with quantitative data. Triangulating the qualitative and quantitative data, the research discovered significant correlation between the effectiveness of the team interaction space and perceived team performance. Factor, path and qualitative analysis demonstrated that organization protocols, communication technologies and spatial setup positively affect interaction space effectiveness. To explain the impact better, statistical evidence indicates that the impact of technology needs to be considered in multiple dimensions: ability, capability, reliability, accessibility and support. The research introduced team interaction space as a mediating variable to explain the role of technology, organizational processes and spatial setup on perceived team performance. The research also developed a team interaction space framework.
by Sanjeev Vadhavkar.
Sc.D.
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Quinones-Rodriguez, Danister. "Multicultural teams| The role of bicultural individuals in achieving team effectiveness." Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10017592.

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Research suggested that multicultural team performance is influenced by several variables, but research on the topic has produced conflictive results. It has been suggested that bicultural individuals, due to their dual cultural schemas, can be very competent in mediating the effectiveness of bicultural teams through the use of boundary spanning and conflict perception competencies. Many studies on the topic of multicultural team effectiveness have been performed with college students or under simulated environments, which limits the generalizability of the. To address this research gap, this study provided empirical evidence on the effectiveness of multicultural teams in a real working scenario. A set of validated questionnaires previously published in peer review journals were used to survey 337 bicultural individuals that have been part of a multicultural team for more than one year. The individuals were surveyed on their experience using boundary spanning and conflict perception bicultural competencies and on their rating of the multicultural team effectiveness. Multiple regression analysis indicates that both boundary spanning and conflict perception bicultural competencies have a significant effect on the effectiveness of multicultural teams. Perception of conflict shows the most significant predictive relationship, with immediate conflict resolution, emotional conflict and disagreements on who should do what the most strongly related items to the effectiveness of multicultural teams.

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Fay, Doris, and Yves R. F. Guillaume. "Team diversity." Universität Potsdam, 2007. http://opus.kobv.de/ubp/volltexte/2008/1829/.

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Team diversity refers to the differences between team members on any attribute that may lead each single member of the group to perceive any other member of the group as being different from the self of this particular member. These attributes and perceptions refer to all dimensions people can differ on, such as age, gender, ethnicity, religious and functional background, personality, skills, abilities, beliefs, and attitudes.
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Lemoine, J. Paul. "Team-based project administration : theory and case studies." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10580.

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Li, Hongcai. "A Theory OF Intraunit Justice Climate and Team Effectiveness." Diss., The University of Arizona, 2008. http://hdl.handle.net/10150/193818.

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This dissertation evaluates a model linking intraunit justice climate to outcome variables (team performance, unit-level citizenship behavior, and satisfaction with teammates) through the mediating role of teamwork quality. Intraunit justice climate (IJC) is defined as the shared perception that team members treat each other fairly. IJC includes three dimensions: distributive, procedural, and interactional justice. Distributive IJC refers to the extent to which team members receive what they deserve based on their contribution. Procedural IJC refers to the extent to which team members use fair procedures in the decision making process in the team. Interactional IJC refers to the extent to which team members treat each other fairly interpersonally. In this dissertation, I argue that a high level of IJC may influence the pattern and quality of interaction among team members (teamwork quality), which in turn may influence team outcomes. This model was tested in a longitudinal study using 164 undergraduate project teams (N = 570). Participants responded to three surveys (each separated by four weeks) which assessed IJC (Time I), teamwork quality (Time II), unit-level citizenship behavior, and satisfaction with teammates (Time III). I also obtained team project grades as an indicator of team performance. Results of the study indicate that teamwork quality mediated the relationship between two dimensions of intraunit justice climate: distributive and procedural IJC, and indicators of team effectiveness: unit-level citizenship behavior and satisfaction with teammates. Theoretical and practical implications of these findings and directions for future research are discussed.
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Crunk, John. "Examining Tuckman's Team Theory in Non-collocated Software Development Teams Utilizing Collocated Software Development Methodologies." Thesis, Capella University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10929105.

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The purpose of this qualitative, multi-case study was to explain Tuckman’s attributes within software development when using a collocated software designed methodology in a non-collocated setting. Agile is a software development methodology that is intended for use in a collocated setting; however, organizations are using it in a non-collocated setting, which is increasing the software errors in the final software product. The New Agile Process for Distributed Projects (NAPDiP) was developed to fix these software errors that arise when using Agile in a non-collocated setting but have not been effective. This research utilized Tuckman's team theory to explore the disparity related to why these errors still occur. The research question asked is how software development programmers explain Tuckman's attributes (i.e., forming, storming, norming, performing) on software development projects. The study adopted a qualitative model using nomothetic major and minor themes in the exploration of shared expressions of sentiments from participants. The study’s population came from seven participants located in the United States and India who met the requirement of using the Agile development methodology and work for organizations on teams with a size of at least thirty individuals from various organizations. A total of seven participants reached saturation in this multi-case study supporting the research question explored. The findings of the research demonstrated that development teams do not meet all stages and attributes of Tuckman’s team development. Future research should explore additional ways that software development teams satisfy a more significant number of Tuckman’s team development stages.

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Mazijoglou, Maryliza. "Deriving a rich picture of team design activity." Thesis, Coventry University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.273109.

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Valentine, Melissa A. "Team Scaffolds: How Minimal Team Structures Enable Role-based Coordination." Thesis, Harvard University, 2013. http://dissertations.umi.com/gsas.harvard:10818.

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In this dissertation, I integrate research on role-based coordination with concepts adapted from the team effectiveness literature to theorize how minimal team structures support effective coordination when people do not work together regularly. I argue that role-based coordination among relative strangers can be interpersonally challenging and propose that team scaffolds (minimal team structures that bound groups of roles rather than groups of individuals) may provide occupants with a temporary shared in-group that facilitates interaction. I develop and test these ideas in a multi-method, multi-site field study of a new work structure, called pods, that were implemented in many hospital emergency departments (EDs) and were sometimes designed to function as team scaffolds.
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Swift, Thomas K. "Extending dilemma theory : the case for trade association team leaders." Thesis, Durham University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.402218.

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Smerilli, Alessandra. "New perspectives on cooperation and team reasoning : theory and experiments." Thesis, University of East Anglia, 2014. https://ueaeprints.uea.ac.uk/50550/.

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Players' use of cooperative strategies in Prisoner's Dilemma (PD) games and their achievement of coordination in some kinds of coordination games are among the most studied issues in both theoretical and experimental game theory. The present thesis is a collection of three article on this topic. Chapter 2 of the thesis focuses on cooperation, by developing an evolutionary model of a repeated Prisoner's Dilemma game, using replicator dynamics. The evolution of cooperation is analysed in terms of the interaction of different strategies, which represent the heterogeneity of forms of cooperation in civil life. One of the results of the paper is the conclusion that cooperation is favoured by heterogeneity: the presence of different kinds of strategies enhances cooperation. A theory that can explain both cooperation and coordination is team reasoning. Chapter 3 represents a development of Bacharach's theory of team reasoning. Starting from a detailed review of Bacharach's writings, and in order to clarify some issues linked to reasoning and frames, I propose a 'vacillation' model in which agents are allowed to have both I and we-concepts in their frames, and can easily switch from one to another. The theoretical model presented in Chapter 3 is followed by an experiment, reported in Chapter 4. The experiment aims at identifying which features of the structure of payoffs in coordination games favour the use of team reasoning, using Level-k theories as the benchmark for the modelling of individual reasoning. We find mixed evidence about level-k and team reasoning theories. In particular team reasoning theory fails to predict choices when it picks out a solution which is Pareto dominated and not compensated by greater equality. This could represent a step forward in investigating the roles of team reasoning and level-k reasoning in explaining coordinating behaviour.
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Books on the topic "Team Theory"

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William, Roush Fred, ed. Team theory. Chichester: E. Horwood, 1987.

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Team psychology in sports: Theory and practice. Milton Park, Abingdon, Oxon: Routledge, 2012.

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Henderson, John C. I/S design team performance: A control theory perspective. Cambridge, Mass: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1989.

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T, Brannick Michael, Salas Eduardo, and Prince Carolyn, eds. Team performance assessment and measurement: Theory, methods, and applications. Mahwah, N.J: Lawrence Erlbaum Associates, 1997.

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Peter, Storm, ed. Team learning in projects: Theory and practice : which intervention strategies and conditions stimulate team learning? Newtown Square, Pa: Project Management Institute, 2012.

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1932-, Sharan Shlomo, ed. Cooperative learning: Theory and research. New York: Praeger, 1990.

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Control theory in the classroom. New York: Perennial Library, 1986.

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1925-, Glasser William, ed. Choice theory in the classroom. New York: Quill, 2001.

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Késenne, Stefan. The economic theory of professional team sports: An analytical treatment. Northampton, MA: Edward Elgar, 2007.

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The economic theory of professional team sports: An analytical treatment. Cheltenham, UK: Edward Elgar, 2014.

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Book chapters on the topic "Team Theory"

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van den Hout, Jef J. J., and Orin C. Davis. "An Introduction to Flow Theory." In Team Flow, 1–5. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-27871-7_1.

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Edson, Mary C. "Team Systems Theory." In Handbook of Systems Sciences, 1–44. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-13-0370-8_29-1.

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Edson, Mary C. "Team Systems Theory." In Handbook of Systems Sciences, 1361–403. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-0720-5_29.

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van den Hout, Jef J. J., and Orin C. Davis. "Team Flow Theory—A Multi-level Perspective." In Team Flow, 25–52. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-27871-7_3.

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Kohan Marzagão, David, Josh Murphy, Anthony P. Young, Marcelo Matheus Gauy, Michael Luck, Peter McBurney, and Elizabeth Black. "Team Persuasion." In Theory and Applications of Formal Argumentation, 159–74. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-75553-3_12.

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van Schuppen, Jan H. "What Is Team Theory?" In Coordination Control of Distributed Systems, 147–54. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10407-2_18.

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McArdle, Felicity, Jennifer Sumsion, Sue Grieshaber, Kellie Bousfield, and Paul Shield. "Team Players." In Play: A Theory of Learning and Change, 35–54. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-25549-1_4.

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Dereniowski, Dariusz, Andrzej Lingas, Mia Persson, Dorota Urbańska, and Paweł Żyliński. "The Snow Team Problem." In Fundamentals of Computation Theory, 190–203. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-55751-8_16.

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Mallo, Javier. "Towards a New Theory and Practice of Training for Team Sports." In Team Sports Training, 19–48. New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003020141-3.

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Yoe, Charles. "Risk analysis team." In Handbook of phytosanitary risk management: theory and practice, 55–63. Wallingford: CABI, 2020. http://dx.doi.org/10.1079/9781780648798.0055.

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Conference papers on the topic "Team Theory"

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Rantzer, A. "Linear quadratic team theory revisited." In 2006 American Control Conference. IEEE, 2006. http://dx.doi.org/10.1109/acc.2006.1656453.

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Fan, Zhi-guo, Bo Fu, Qun Yang, and Xiao-liang Zhang. "The Analysis Research on Team Performance - Team Competitiveness Based on HM Theory." In 2010 International Conference on E-Business and E-Government (ICEE). IEEE, 2010. http://dx.doi.org/10.1109/icee.2010.1187.

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Kim, Sanggyun, and Todd P. Coleman. "Team decision theory and brain-machine interfaces." In 5th International IEEE/EMBS Conference on Neural Engineering (NER 2011). IEEE, 2011. http://dx.doi.org/10.1109/ner.2011.5910621.

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Martin, Angela, Robert Biddle, and James Noble. "The XP Customer Team: A Grounded Theory." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.70.

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Rantzer, Anders. "On Prize Mechanisms in linear quadratic team theory." In 2007 46th IEEE Conference on Decision and Control. IEEE, 2007. http://dx.doi.org/10.1109/cdc.2007.4434594.

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Ichikawa, Keitaro, Daisuke Karikawa, Makoto Takahashi, and Tsubasa Otsuki. "Promoting Team-Oriented Behavior Based on Regulatory Focus Theory." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1001574.

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This research analyzed the effects of two safety management approaches with respect towards teamwork. An approach based on a conventional safety perspective called Safety-I has contributed to improving industrial safety by eliminating failures or mistakes as much as possible. In such a case, any mistake would be punished, even if it’s done trying to help a colleague, for example. One concern, therefore, is that this seemingly harsh Safety-I approach can promote self-protective behaviors to minimize mistakes on an individual level but not on a team level. Considering complex systems require entire teams to function properly, such as in aviation where two pilots work together, teamwork should be promoted to achieve higher levels of safety. Under Safety-I management, there is no incentive promoting team-oriented behavior, but it encourages self-protective behavior making it an unbalanced trade-off. On the other hand, a new safety perspective, termed Safety-II, has been recently developed. Safety-II gives an alternative approach to improve safety by increasing the number of things going well. Under such a perspective, team-oriented behavior might be rewarded by considering it as one of the things that go well. Previous research, however, never gave us experimental evidence showing how the two different safety approaches can affect teamwork. The research focuses on answering the following two research questions: (1) Does the safety-I based approach demonstratively have a negative effect on teamwork?, and (2) How effectively is the Safety-II approach at motivating people to pay attention to each other’s activities. The results from our experiment will give us insights to understand how effective safety management can be utilized on-site.An experiment was designed based on regulatory focus theory to simulate the two safety approaches. The theory has two focuses termed promotion and prevention focus which delineate motivation when people pursue their goals. Prevention focus was considered as utilizing the Safety-I perspective while promotion focus was considered as utilizing Safety-II perspective. In the experiment, participants were required to perform a prevention focus task: to avoid violations; and a promotion focus task: to earn incentives that could lead to supporting their partners. Participants received either positive feedback which would induce promotion focus, or negative feedback which would induce prevention focus during main tasks. We then analyzed how the participants' behaviors changed following the feedback.The experimental results showed that participants who received positive feedback were inclined to make more incentives even though they had to sacrifice a few more violations. As we expected, the number of violations were lower in the prevention focus group. However, the prevention focus feedback didn’t encourage participants to work on the prevention focus task to the degree that the promotion focus feedback encouraged participants to work on the promotion focus task. These results might indicate that emphasizing “Do not make mistakes” is not the most effective approach for achieving higher levels of safety. The results also suggest that safety management with a promotion focus might cause people to focus on teamwork, consequently leading to higher levels of safety.
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Semsar-Kazerooni, E., and K. Khorasani. "A game theory approach to multi-agent team cooperation." In 2009 American Control Conference. IEEE, 2009. http://dx.doi.org/10.1109/acc.2009.5160273.

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Zheng, Yan, and Youjun Bai. "Research on Counselor Team Management Based on Two- factor Theory." In 2018 3rd International Conference on Humanities Science, Management and Education Technology (HSMET 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/hsmet-18.2018.145.

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Skrzypczyk, K. "Game theory based target following by a team of robots." In Proceedings of the Fourth International Workshop on Robot Motion and Control. IEEE, 2004. http://dx.doi.org/10.1109/romoco.2004.240903.

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Fang, Chuanxin, Yanfeng Liu, and Min Deng. "Research on Team Teaching Model Based on Deep Learning Theory." In 2021 IEEE 3rd International Conference on Civil Aviation Safety and Information Technology (ICCASIT). IEEE, 2021. http://dx.doi.org/10.1109/iccasit53235.2021.9633354.

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Reports on the topic "Team Theory"

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Sawyer, John E., Robert D. Pritchard, Jr Bennett, Latham Winston R., and William R. Development and Test of a Theory of Work Team Productivity. Fort Belvoir, VA: Defense Technical Information Center, July 2001. http://dx.doi.org/10.21236/ada463501.

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Adgie, Kenneth P. The Army's Gambit: Dislocation Theory and the Development of Doctrine for the Interim Brigade Combat Team. Fort Belvoir, VA: Defense Technical Information Center, January 2001. http://dx.doi.org/10.21236/ada392010.

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Alach, Zhivan. Grounding Practice in Theory: The Development of a Literature-based Performance Framework in New Zealand Local Government. Unitec ePress, May 2016. http://dx.doi.org/10.34074/ocds.058.

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Performance measurement is a subject of some importance within the public sector. This study examines the design and development of a performance measurement framework within a local government department. It used a narrative case study approach to follow the process used by the design team involved. The design team began by examining the performance literature at a number of levels, and from this distilled eight design principles, from which they built a performance measurement framework. The design team encountered a number of challenges during this process; challenges they expected based on the literature. From the experiences of the design team, a number of hypotheses suitable for further testing have been derived. This study provides useful advice for performance measurement professionals within the public sector in developing frameworks grounded in theory, whether at the central or local government level.
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Kim, Jihyun, and Marjorie Wachowiak. Collaborative Instructor Team Approaches on a Market Positioning Project for a Non- Profit SME Retailer: Understanding from the Social Capital Theory. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-79.

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Nieva, Veronica F., Edwin A. Fleishman, and Angela Rieck. Team Dimensions: Their Identity, Their Measurement and Their Relationships. Fort Belvoir, VA: Defense Technical Information Center, January 1985. http://dx.doi.org/10.21236/ada149662.

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Atal, Juan Pablo, Hanming Fang, Martin Karlsson, and Nicolas Ziebarth. Long-Term Health Insurance: Theory Meets Evidence. Cambridge, MA: National Bureau of Economic Research, March 2020. http://dx.doi.org/10.3386/w26870.

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van Binsbergen, Jules, and Ralph S. J. Koijen. The Term Structure of Returns: Facts and Theory. Cambridge, MA: National Bureau of Economic Research, June 2015. http://dx.doi.org/10.3386/w21234.

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Chang, Michael Alan, Alejandra Magana, Bedrich Benes, Dominic Kao, and Judith Fusco. Driving Interdisciplinary Collaboration through Adapted Conjecture Mapping: A Case Study with the PECAS Mediator. Digital Promise, May 2022. http://dx.doi.org/10.51388/20.500.12265/156.

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In this report, we demonstrate how an interdisciplinary team of computer science and learning sciences researchers utilize an adapted conjecture mapping tool during a collaborative problem-solving session. The session is documented through an edited “Dialogue” format, which captures the process of conjecture map construction and subsequent reflection. We find that creating the conjecture map collaboratively surfaces a key tension: while learning sciences theory often highlights the nuanced and complex relational nature of learning, even the most cutting-edge computing techniques struggle to discern these nuances. Articulating this tension proved to be highly generative, enabling the researchers to discuss how considering impacted community members as a critical “part of the solution” may lead to a socio-technical tool which supports desired learning outcomes, despite limitations in learning theory and technical capability. Ultimately, the process of developing the conjecture map directed researchers towards a precise discussion about how they would need to engage impacted community members (e.g., teachers) in a co-design process.
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9

Melino, Angelo. The Term Structure of Interest Rates: Evidence and Theory. Cambridge, MA: National Bureau of Economic Research, February 1986. http://dx.doi.org/10.3386/w1828.

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10

Heifets, Sam. Advanced Nonlinear Theory: Long-Term Stability at the SSC. Office of Scientific and Technical Information (OSTI), July 1987. http://dx.doi.org/10.2172/954110.

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