Relevant bibliographies by topics / Teams

Academic literature on the topic 'Teams'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 March 2023

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Journal articles on the topic "Teams"

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Sara K. Howe. "Teams, Tears, and Testimonials." Reception: Texts, Readers, Audiences, History 5, no. 1 (2013): 61. http://dx.doi.org/10.5325/reception.5.1.0061.

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E, Jude Ashmi. "Getting Things Done, Virtually! - The Role of Virtual Team Leadership in Virtual Team Effectiveness." Ushus - Journal of Business Management 16, no. 2 (April 1, 2017): 13–20. http://dx.doi.org/10.12725/ujbm.39.2.

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A virtual team’s success depends on the team's effectiveness. Accomplishing such a team’s effectiveness is far more difficult when compared with traditional work teams. This article is a result of an exploratory study of the role of leadership in virtual teams. Virtual teams’ leadership is seemingly situational and supervisory, depending on the task. This study reveals that (1) individual virtual team members act as leaders based on the specific requirements for getting things done, (2) classifies virtual team leadership under supervisory and facilitating leadership, (3) suggests that both leadership roles are essential for virtual team effectiveness and functioning and (4) recommends exploration of leadership-oriented communication competency, shared understanding and virtual team citizenship behaviour as these are required for the effective performance of a virtual team.
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Tihula, Sanna, Jari Huovinen, and Matthias Fink. "Entrepreneurial teams vs management teams." Management Research News 32, no. 6 (April 24, 2009): 555–66. http://dx.doi.org/10.1108/01409170910962984.

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Buljac, Martina, Marianne Van Woerkom, and Jeroen D. H. Van Wijngaarden. "Are Real Teams Healthy Teams?" Journal of Healthcare Management 58, no. 2 (March 2013): 92–107. http://dx.doi.org/10.1097/00115514-201303000-00005.

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Coleman, Joseph, William Slonaker, and Ann Wendt. "True teams or tag teams?" Business Horizons 40, no. 5 (September 1997): 59–64. http://dx.doi.org/10.1016/s0007-6813(97)90087-2.

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Gerrish, Kate, Sally Fellows, Jo Zasada, and Jo Pollard. "Integrated nursing teams in Sheffield: the team’s perspective." Primary Health Care 8, no. 9 (November 1, 1998): 12–15. http://dx.doi.org/10.7748/phc.8.9.12.s11.

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Lee, Pei-Ju, Huadong Wang, Shih-Yi Chien, Michael Lewis, Paul Scerri, Prasanna Velagapudi, Katia Sycara, and Breelyn Kane. "Teams for Teams Performance in Multi-Human/Multi-Robot Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 54, no. 4 (September 2010): 438–42. http://dx.doi.org/10.1177/154193121005400435.

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Bergeles, Nikolaos, and Dimitris Hatziharistos. "Interpersonal Attraction as a Measure of Estimation of Cohesiveness in Elite Volleyball Teams." Perceptual and Motor Skills 96, no. 1 (February 2003): 81–91. http://dx.doi.org/10.2466/pms.2003.96.1.81.

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This study examined differences in interpersonal attraction between starters and nonstarters of elite male volleyball teams and the correlation between interpersonal attraction and teams' final place. 106 players from 10 teams of the A1 Greek National Volleyball League completed by a sociometric method an especially developed questionnaire. Subjects were classified as starters and nonstarters by means of a protocol of players' starting status administered to teams' coaches. Analysis showed that the task and the social dimension of interpersonal attraction differed significantly between starters and nonstarters. Starters scored higher than nonstarters on both dimensions of interpersonal attraction. Starters' task dimension of interpersonal attraction was positively correlated with the team's task dimension. Also, the teams' task dimension was positively correlated with teams' final placing, suggesting that, when starters are attracted to each other with regard to the common competitive goal, the team's performance is enhanced and leads to higher scoring.
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TAKAHASHI, Hidesato, and Masayo URAGAMI. "From Corporate Teams to Club Teams." Journal of Japan Society of Sports Industry 14, no. 2 (2004): 25–37. http://dx.doi.org/10.5997/sposun.14.2_25.

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Lomas, G. A., and O. Goodall. "Trauma teams vs non-trauma teams." Accident and Emergency Nursing 2, no. 4 (October 1994): 205–10. http://dx.doi.org/10.1016/0965-2302(94)90024-8.

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Dissertations / Theses on the topic "Teams"

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DeChurch, Leslie A. "Teams leading teams: examining the role of leadership in multi-team systems." FIU Digital Commons, 2002. http://digitalcommons.fiu.edu/etd/2759.

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A major challenge of modern teams lies in the coordination of the efforts not just of individuals within a team, but also of teams whose efforts are ultimately entwined with those of other teams. Despite this fact, much of the research on work teams fails to consider the external dependencies that exist in organizational teams and instead focuses on internal or within team processes. Multi-Team Systems Theory is used as a theoretical framework for understanding teams-of-teams organizational forms (Multi-Team Systems; MTS's); and leadership teams are proposed as one remedy that enable MTS members to dedicate needed resources to intra-team activities while ensuring effective synchronization of between-team activities. Two functions of leader teams were identified: strategy development and coordination facilitation; and a model was developed delineating the effects of the two leader roles on multi-team cognitions, processes, and performance. Three hundred eighty four undergraduate psychology and business students participated in a laboratory simulation that modeled an MTS; each MTS was comprised ofthree, two-member teams each performing distinct but interdependent components of an F-22 battle simulation task. Two roles of leader teams supported in the literature were manipulated through training in a 2 (strategy training vs. control) x 2 (coordination training vs. control) design. Multivariate analysis of variance (MANO VA) and mediated regression analysis were used to test the study's hypotheses. Results indicate that both training manipulations produced differences in the effectiveness of the intended form of leader behavior. The enhanced leader strategy training resulted in more accurate (but not more similar) MTS mental models, better inter-team coordination, and higher levels of multi-team (but not component team) performance. Moreover, mental model accuracy fully mediated the relationship between leader strategy and inter-teani coordination; and inter-team coordination fully mediated the effect of leader strategy on multi-team performance. Leader coordination training led to better inter-team coordination, but not to higher levels of either team or multi-team performance. Mediated Input-Process-Output (I-P-O) relationships were not supported with leader coordination; rather, leader coordination facilitation and inter-team coordination uniquely contributed to component team and multi-team level performance. The implications of these findings and future research directions are also discussed.
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shuyuan, yang, and shi yini. "How team cohesion develops in Chinese entrepreneurial teams : A qualitative research in six Chinese entrepreneurial teams." Thesis, Internationella Handelshögskolan, Jönköping University, IHH, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48593.

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In this study, we explore what can affect the development of team cohesion in the entrepreneurial team. We show the relationship between team members' cohesion and team performance over five main categories: (Ⅰ) Prior Condition, (Ⅱ) Conflict, (Ⅲ) Strategy, (Ⅳ) Task Interaction in the team, (Ⅴ) Social interaction in the team. Based on the research method of comparative cases, we selected six Chinese entrepreneurial teams as research objects. We show how individual behaviour affects the development of team cohesion in the entrepreneurial team at the individual level and team level. More specifically, we consider that entrepreneurial team cohesion changes are more complicated than traditional teams. The team cohesion of the entrepreneurial team has certain randomness because there is no guidance from the leader. The influence of personal factors on team cohesion will be more intense. When the entrepreneurial team improves team cohesion, team members need to participate more.
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Gidlund, Maja. "Measuring feature team characteristics of software development teams." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-192371.

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This report evaluates the team-structure of three software maintenance teams in order to decide their level of featureness (a term that defines to what extent a team has the quality (the set of characteristics) of being a feature team). Simulations of changes that are expressed as beneficial in an agile environment and that could increase the teams‘ level of featureness within the team structure are performed. The results show that each team‘s level of featureness is affected differently by each change. Partly, this underlines the importance of understanding the current team-structure before implementing changes that aim to increase the level of featureness. And secondly, within the scope of the study, the change where a user expert is declared a team member is concluded as the change that increases the teams‘ level of featureness the most. Based on the results the report also concludes that it is essential to implement changes that affect different, which in combination can increase the level of featureness.
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Männistö, J. (Johanna), and N. (Nina) Väisänen. "Leading a team through challenges:resilience in virtual teams." Master's thesis, University of Oulu, 2018. http://jultika.oulu.fi/Record/nbnfioulu-201811303168.

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Abstract. As the use of virtual teams in organizations is expected to only grow in the future, along with the continuous challenges in today’s hectic and competitive business environment, the team’s ability to withstand and overcome tough situations, in other words team resilience, becomes a crucial part of every team’s success. This study was carried out as a qualitative case study and it aims to explore how different parts of resilience appear in the context of virtual teams from the leader’s perspective, as well as the actions that occur by the virtual team leader in situations that require team resilience. The participants of this study were nine virtual team leaders who use communication technology to coordinate teamwork and to collaborate with team members in a team where some or all of members work remotely and cannot collaborate in real-time or face-to-face all the time. The data was collected with web-based online questionnaire and the data analysis was made by using a qualitative theory-oriented content analysis. The results of this study identified the parts of resilience that occur in virtual teams. Especially diversity and nonverbal communication had a lot of variation within teams of this study, but every team compensates the lack of nonverbal communication with other communication methods. Besides communication, trust and flexibility seem to be resilience-enhancing factors for almost every team. The resilient practices were investigated in relation to Alliger’s theory, and this study shows how communication is the most used tool in building virtual team resilience, and the usage of it succeed mostly in minimizing (before adversity) and mending (after adversity) phases. In ongoing adversity, communication reduces and causes stress for virtual teams. Besides communication, virtual teams use positive adaption and shared understanding to handle adversities, whereas cohesion and problem solving strategies were the least mentioned dimensions. These results create an in-depth knowledge about a relatively new and unexplored topic. Instead of generalizing the findings, the aim is to objectively explore a smaller amount of virtual team leaders who gave insights about how virtual team resilience appears in their teams. By identifying the main enhancing factors related to virtual team resilience, the leader can improve these features and lead their team to success. The results are applicable for organization’s management who use communication technologies to collaborate with team members and who seek to enhance virtual team resilience, as well as for organizations aiming to develop interaction and leadership models or educators working with e-learning.
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Mc, Gee Hewitt Ruth Ann. "Sustaining Leadership Team Effectiveness in Education Agencies to Improve Student Achievement." Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/76713.

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As education evolves, leadership processes change. The concept of a single senior leader, with siloed divisions often providing direction, is transforming into a team-based culture. While there is substantive research on school-site leadership, research is limited on how the central organization impacts the system. It identified individual leadership characteristics but had not adequately addressed impact of a senior leadership team. This study addresses the concept of senior leadership teams with divisions and executives working collaboratively. It identifies characteristics of effective leadership teams to explore how they can be successfully created and sustained; and it investigates the senior leader’s role in, and what factors and methods can be replicated to sustain, team effectiveness. Four organizations participated: one school district, one government agency and two for-profit organizations. Twenty-five senior leaders and team members completed a DiSC and Five Behaviors of a Cohesive Team assessment; a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis; and a hiring values survey. All were interviewed individually and as a group, and the structured and semi-structured instruments were chosen to explore group characteristics in such a way that the data would point to replicable information. Study elements, coupled with my expertise in team development and leadership, allowed me to critically consider data and identify three emerging themes. While aspects of these themes have been previously identified, they have not been linked as a pathway to creating and sustaining effective teams as a route to organizational excellence leading to student achievement. First, there is a strong relation between the factors of team culture, membership, and expectations and engagement as a foundation of an effective team. Second, crucial team management and engagement methods were identified as key to long-term sustainability. Third, the senior leader’s impact is significant to team success based on team leadership style and methodology. A paradigm emerged changing traditional leadership hierarchy to a new dynamic of leading from the center. The research indicates that deliberately designing teams may have greater potential for success and long-term effectiveness. Further research is encouraged to address issues relating to virtual teams and identify successful strategies in team building and implementation.
Thesis (PhD)--University of Pretoria, 2019.
Humanities Education
PhD
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Giesler, Achmed. "Successful project teams." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/4796.

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Mini-research report presented in partial fulfilment of the requirements for the degree of Master of Business Administration at the University of Stellenbosch.
Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This report is a literature study that focuses on the characteristics of successful project teams in the research and development environment. Successful project teams are becoming an increasingly important factor in business. However, traditional quantitative project management tools no longer give project teams a competitive edge - additional qualitative tools are required, following a systems approach. A number of characteristics of project teams, with the focus on the qualitative issues, particularly the people issues, are investigated. A project team operates in the context of its environment, mostly an organisation with a structure and an organisational culture. Methods and concepts in selecting and managing a dynamic project team within a turbulent and fast changing environment are discussed. The topics covered are: environmental fit, visions and goals, leadership and team roles, systems and procedures, values, organisational culture, rewards and recognition methods,and training and development. This literature study aims to encourage a paradigm shift away form the traditional triangle of budget, brief and time towards a stronger focus on people issues as people are the most important assets of a project team. As people do not behave in a linear way, as required for quantitative tools, new methods and tools are required. The hypothesis that was subsequently formulated from this study states that research and development teams can be more successful if they are regarded as a non-linear system consisting of various inputs, processes and outputs.
AFRIKAANSE OPSOMMING: Hierdie verslag is 'n literatuurstudie wat fokus op die eienskappe van suksesvolle projekspanne in 'n navorsings en ontwikkelings omgewing. Suksesvolle projekspanne raak al hoe belangriker in besigheid. Tradisionele kwantitatiewe metodes is nie meer voldoende vir projekspanne om 'n kompeterende voordeel te bekom nie en moet hierdie metodes aangevul word met kwalitatiewe metodes gebaseer op 'n stelselbenadering. Verskeie karakteristieke van projekspanne, met die fokus op kwalitatiewe eienskappe, in besonder die menslike aspekte word ondersoek. 'n Projekspan funksioneer in die konteks van sy omgewing, meestal 'n organisasie met 'n struktuur en organisatoriese kultuur. Metodes en konsepte in die seleksie en bestuur van 'n dinamiese projekspan in 'n tubulente en vinnig veranderende omgewing word bespreek. Die temas wat gedek word is: omgewingsaanpassing,visie en doelwitte, leierskap en spanrolle, stelsels en prosedures, waardes, organisatoriese kultuur, vergoedings en erkennings metodes, en opleiding en ontwikkeling. Hierdie literatuurstudie mik om 'n paradigma skuif aan te moedig, weg van die tradisionele driehoek van begroting, doelwit en tyd, na 'n sterker fokus op menslikesake aangesien mense die belangrikste bates van 'n projekspan is. Aangesien mense nie op 'n liniere manier reageer soos wat nodig is vir kwantitatiewe metodes nie, word nuwe metodes en gereedskap benodig. Die hipotese wat geformuleer is uit hierdie navorsing, se dat navorsings en ontwikkelingspanne meer suksesvol kan wees indien hulle gesien word as 'n nie-liniere stelsel wat bestaan uit verskeie insette, prosesse en uitsette.
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Sharp, Jason H. "Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9737/.

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Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges related to the configuration of globally distributed agile teams; and it presents a set of best practices which will inform organizations on how to configure their globally distributed agile teams.
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Ravn, Trina M. "Relational aggression and team cohesion among female adolescent athletic teams." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007ravnt.pdf.

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Tolliver, Robert M., Gayatri Jaishankar, and Jodi Polaha. "Champion Teams as a Mechanism for Developing Team Care Capacity." Digital Commons @ East Tennessee State University, 2018. https://dc.etsu.edu/etsu-works/6557.

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"Practice transformation" toward team care as a singular undertaking can be daunting. In this presentation, we describe the development of a mechanism for small, iterative and sustainable practice changes toward team care known as "Champion Teams." Champion Teams are based on the Institute of Medicine's "learning health care system" approach in which practitioners develop an internal mechanism for and culture around digesting and implementing new evidence based practices on an ongoing basis. In addition to presenting the Champion Team concept as a strategy for implementing new team care initiatives, interprofessional providers will present two case examples from each adult and pediatric primary care. At the conclusion of this presentation, participants will be able to: Define the term "learning healthcare system" and its application to Champion Teams. Describe the utility of and keys to implementing Champion Teams. Describe two examples of Champion Teams and the application of this mechanism to making data-informed changes toward team-based care in their own setting.
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Polaha, Jodi, Tim Bishop, Leigh Johnson, Reid Blackwelder, Diana Heiman, Gayatri Jaishankar, and Deborah Thibeault. "Champion Teams as a Mechanism for Developing Team Care Capacity." Digital Commons @ East Tennessee State University, 2016. https://dc.etsu.edu/etsu-works/6570.

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"Practice transformation" toward team care as a singular undertaking can be daunting. In this presentation, we describe the development of a mechanism for small, iterative and sustainable practice changes toward team care known as "Champion Teams." Champion Teams are based on the Institute of Medicine's "learning health care system" approach in which practitioners develop an internal mechanism for and culture around digesting and implementing new evidence based practices on an ongoing basis. In addition to presenting the Champion Team concept as a strategy for implementing new team care initiatives, interprofessional providers will present two case examples from each adult and pediatric primary care.At the conclusion of this presentation, participants will be able to: Define the term "learning healthcare system" and its application to Champion Teams. Describe the utility of and keys to implementing Champion Teams. Describe two examples of Champion Teams and the application of this mechanism to making data-informed changes toward team-based care in their own setting.
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Books on the topic "Teams"

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Baguley, Phil. Teams and team-working. Chicago, Ill: McGraw-Hill, 2004.

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Vettraino, Elinor, and Berrbizne Urzelai. Team Academy: Leadership and Teams. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121.

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Guest, Robert H. Work teams and team building. New York: Pergamon Press, 1986.

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Teams. London: Franklin Watts, 2013.

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Capezio, Peter. Supreme teams: How to make teams really work : team process and dynamics handbook. [Shawnee Mission, KS]: National Press Publications, 1996.

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Capezio, Peter. Supreme teams: How to make teams really work : team process and dynamics handbook. (Shawnee Mission, KS): National Press Publications, 1996.

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Working in teams: A team member guidebook. Menlo Park, Calif: Crisp Publications, 2002.

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Working in teams: A team member guidebook. Menlo Park, Calif: Crisp Publications, 1997.

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Lewis, Richard D. When teams collide: Managing the international team. Boston: Nicholas Brealey Pub., 2012.

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Winning teams: Making your team productive & successful. Franklin Lakes, NJ: Career Press, 1998.

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Book chapters on the topic "Teams"

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Meade, Chitra, and Paul lles. "Teams and Team Development." In Human Resource Development, 287–311. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-08808-6_12.

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Jamnia, Ali. "Teams and Team Dynamics." In Introduction to Product Design and Development for Engineers, 13–29. First edition. | Boca Raton, FL : CRC Press/Taylor & Francis Group, 2018.: CRC Press, 2018. http://dx.doi.org/10.1201/9781315148939-2.

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Mercurio, Ralph. "Teams." In Beginning Office 365 Collaboration Apps, 125–45. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3849-3_5.

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Becker, Joachim H. "Teams." In Praxishandbuch berufliche Schlüsselkompetenzen, 157–66. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-54925-4_17.

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Rauch, Nikolaus A. "Teams." In Die 7 Disziplinen im Sales-Management, 101–62. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-04232-5_3.

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Kuster, Jürg, Christian Bachmann, Mike Hubmann, Robert Lippmann, and Patrick Schneider. "Teams." In Handbuch Projektmanagement, 383–486. Berlin, Heidelberg: Springer Berlin Heidelberg, 2022. http://dx.doi.org/10.1007/978-3-662-65473-6_5.

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Radner, Roy. "Teams." In The New Palgrave Dictionary of Economics, 1–8. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1057/978-1-349-95121-5_1753-1.

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Radner, Roy. "Teams." In The New Palgrave Dictionary of Economics, 1–8. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/978-1-349-95121-5_1753-2.

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Radner, Roy. "Teams." In The New Palgrave Dictionary of Economics, 13520–27. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-349-95189-5_1753.

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Stamatis, D. H. "Teams." In Advanced Product Quality Planning, 133–41. Boca Raton, FL : CRC Press/Taylor & Francis Group, 2018.: CRC Press, 2018. http://dx.doi.org/10.1201/9780429401077-8.

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Conference papers on the topic "Teams"

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Ayer, Steven K., Gretchen A. Macht, Robert M. Leicht, and David A. Nembhard. "Teams Assessing Teams: How Assessment is Affected by Team Member Personality Traits." In Construction Research Congress 2014. Reston, VA: American Society of Civil Engineers, 2014. http://dx.doi.org/10.1061/9780784413517.036.

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Lind, Mary. "Collective Team Identification in Temporary Teams." In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.132.

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Marsicano, George, Diana Valenca Pereira, Fabio Q. B. da Silva, and Cesar Franca. "Team Maturity in Software Engineering Teams." In 2017 ACM/IEEE International Symposium on Empirical Software Engineering and Measurement (ESEM). IEEE, 2017. http://dx.doi.org/10.1109/esem.2017.36.

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Alkan, Oznur, Elizabeth M. Daly, and Inge Vejsbjerg. "Opportunity Team Builder for Sales Teams." In IUI'18: 23rd International Conference on Intelligent User Interfaces. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3172944.3172968.

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

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Schaffer, Scott P., Xiaojun Chen, Xiumei Zhu, and William Oakes. "Team learning developing interdisciplinary project teams." In 2012 IEEE Frontiers in Education Conference (FIE). IEEE, 2012. http://dx.doi.org/10.1109/fie.2012.6462513.

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Brocco, Michele, and Yonata Andrelo Asikin. "Employing Team Composition Strategies for Recommending Teams." In 2011 IEEE International Conference on Data Mining Workshops (ICDMW). IEEE, 2011. http://dx.doi.org/10.1109/icdmw.2011.182.

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Neumeyer, Xaver, and Ann F. McKenna. "Assessing Team Conflict in Student Design Teams." In ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-63933.

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Our work is investigating the role of team conflict in the context of student design project work. We are interested in the types of conflicts that occur during the team’s development of their design solution, and how these conflicts may in fact contribute in a positive way to the overall design solution. We are using a mixed-method approach to data collection through student interviews, team observations, reflective memos, and surveys. This paper reports results from a study implemented in a required first-year engineering design course. Results from this study indicate that teams experience a range of conflicts, where some students perceive these conflicts as beneficial to team performance. In addition, our results describe several strategies teams use to manage and leverage these conflicts. Finally, methodologically we found that the team memos and team conflict surveys were better instruments for capturing team conflict, more so than self-report surveys.
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Kinsner, Witold, Dario Schor, Reza Fazel-Darbandi, Brendan Cade, Kane Anderson, Cody Friesen, Diane Kotelko, and Philip Ferguson. "The T-Sat1 Nanosatellite Team of Teams." In 2012 11th IEEE International Conference on Cognitive Informatics & Cognitive Computing (ICCI*CC). IEEE, 2012. http://dx.doi.org/10.1109/icci-cc.2012.6311177.

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Kilicay-Ergin, Nil, Namratha Sri Mateti, Sri Harsha Chakrapani, Daniel Henderson, John Mitchell, Neeraj Sonalkar, and Kathryn Jablokow. "An Integrative View of Teams: Team Feedback Dashboards." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-91052.

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Abstract In this research-to-practice paper, we present parts of a visual team feedback dashboard generated for 12 industry engineering design teams from various technical fields. All teams were asked to generate conceptual prototypes in response to the same design prompt. Multiple streams of data were collected and analyzed to create feedback dashboards for these engineering design teams. The feedback dashboard aims to capture an integrative view of teams by providing feedback on three levels, including design outcome level, team level, and personal level. The study results have implications for educators, practitioners, and team leaders in terms of stimulating discussion among team members, reinforcing future team behavior, and extracting strategies to improve future team performance, ultimately leading towards more engaged teams and a more highly skilled workforce.
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Reports on the topic "Teams"

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Fiore, Stephen M., Florian Jentsch, Eduardo Salas, and Neal Finkelstein. Cognition, Teams, and Augmenting Team Cognition: Understanding Memory Failures in Distributed Human-Agent Teams. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada523371.

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

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Gans, Joshua, and Peter Landry. Procrastination in Teams. Cambridge, MA: National Bureau of Economic Research, January 2016. http://dx.doi.org/10.3386/w21891.

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Martin, Andre, and Vidula Bal. The state of teams. Center for Creative Leadership, October 2015. http://dx.doi.org/10.35613/ccl.2015.1035.

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Rhee, Sokwoo. 2019 Global City Teams Challenge:. Gaithersburg, MD: National Institute of Standards and Technology, January 2020. http://dx.doi.org/10.6028/nist.sp.1900-204.

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Moore, Jason C. Embedded Training Teams Developing Afghans. Fort Belvoir, VA: Defense Technical Information Center, February 2009. http://dx.doi.org/10.21236/ada508033.

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Sukthankar, Gita R. Activity Recognition for Agent Teams. Fort Belvoir, VA: Defense Technical Information Center, July 2007. http://dx.doi.org/10.21236/ada597134.

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Choi, Joonkyu, Nathan Goldschlag, John Haltiwanger, and J. Daniel Kim. Founding Teams and Startup Performance. Cambridge, MA: National Bureau of Economic Research, January 2021. http://dx.doi.org/10.3386/w28417.

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Herkenhoff, Kyle, Jeremy Lise, Guido Menzio, and Gordon Phillips. Production and Learning in Teams. Cambridge, MA: National Bureau of Economic Research, October 2018. http://dx.doi.org/10.3386/w25179.

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

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