Journal articles: 'Teams'

1

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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4

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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5

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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7

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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8

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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9

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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10

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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11

Sleesman, Dustin J., John R. Hollenbeck, Matthias Spitzmuller, and Maartje E. Schouten. "Initial Expectations of Team Performance: Specious Speculation or Framing the Future?" Small Group Research 49, no. 5 (April 12, 2018): 600–635. http://dx.doi.org/10.1177/1046496418767554.

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This study demonstrates that the initial performance expectations of teams, formed even before members are very familiar with each other or the team’s task, are a key determinant of the team’s ultimate success. Specifically, we argue that such early formed beliefs determine the extent to which teams frame their task as a gain or loss context, which affects their orientation toward risk-taking. Our results suggest a self-fulfilling prophecy effect: Initial team performance expectations lead to the fulfillment of such expectations via risk-taking behavior. We also show that teams are less susceptible to this “risk-taking trap” to the extent that members have low avoidant or high dependent decision-making styles. We tested and found support for our predictions in a study of 540 individuals comprising 108 five-member teams working in a controlled environment. Our study contributes to theory on emergent states and decision biases in teams, and we offer a number of practical implications.

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12

Gorman, Jamie C., Nancy J. Cooke, and Polemnia G. Amazeen. "Training Adaptive Teams." Human Factors: The Journal of the Human Factors and Ergonomics Society 52, no. 2 (April 2010): 295–307. http://dx.doi.org/10.1177/0018720810371689.

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Objective: We report an experiment in which three training approaches are compared with the goal of training adaptive teams. Background: Cross-training is an established method in which team members are trained with the goal of building shared knowledge. Perturbation training is a new method in which team interactions are constrained to provide new coordination experiences during task acquisition. These two approaches, and a more traditional procedural approach, are compared. Method: Assigned to three training conditions were 26 teams. Teams flew nine simulated uninhabited air vehicle missions; three were critical tests of the team’s ability to adapt to novel situations. Team performance, response time to novel events, and shared knowledge were measured. Results: Perturbation-trained teams significantly outperformed teams in the other conditions in two out of three critical test missions. Cross-training resulted in significant increases in shared teamwork knowledge and highest mean performance in one critical test. Procedural training led to the least adaptive teams. Conclusion: Perturbation training allows teams to match coordination variability during training to demands for coordination variability during posttraining performance. Although cross-training has adaptive benefits, it is suggested that process-oriented approaches, such as perturbation training, can lead to more adaptive teams. Application: Perturbation training is amenable to simulation-based training, where perturbations provide interaction experiences that teams can transfer to novel, real-world situations.

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13

Li, Ci-Rong. "The Role of Top-team Diversity and Perspective Taking in Mastering Organizational Ambidexterity." Management and Organization Review 12, no. 4 (July 27, 2016): 769–94. http://dx.doi.org/10.1017/mor.2015.54.

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ABSTRACTAlthough the role of top teams has been recognized in ambidextrous organizations, it remains unclear which characteristics and how the cognitive processes of top teams are used to address the dual cognitive challenges of ambidexterity. To address this puzzle, I developed a model in which I theorize that a top team with task-related diversity engaging in perspective taking will influence the achievement of an ambidextrous organization. Moreover, I further theorize that transformational leadership of the CEO will help diverse top teams master ambidexterity by influencing the team's cognitive processes. The results show that diverse teams can address the differentiating-integrating challenges of ambidexterity when they engage in perspective taking. The results also confirm that transformational leadership strengthens the relationship between a diverse top team's perspective taking and ambidextrous orientation.

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14

Andrejczuk, Ewa, Juan M. Alberola, Leandro Marcolino, and Paolo Torroni. "Special issue of Teams in Multiagent Systems (TEAMAS): Preface." Fundamenta Informaticae 174, no. 1 (May 12, 2020): 61–62. http://dx.doi.org/10.3233/fi-2020-1931.

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15

Robotham, David. "From groups to teams to virtual teams." Groupwork 18, no. 2 (January 1, 2008): 41–57. http://dx.doi.org/10.1921/81124.

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16

Magrane, Diane, Omar Khan, Yvette Pigeon, Jennifer Leadley, and R. Kevin Grigsby. "Learning About Teams by Participating in Teams." Academic Medicine 85, no. 8 (August 2010): 1303–11. http://dx.doi.org/10.1097/acm.0b013e3181e5c07a.

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17

Dixon, Keith R., and Niki Panteli. "From virtual teams to virtuality in teams." Human Relations 63, no. 8 (April 14, 2010): 1177–97. http://dx.doi.org/10.1177/0018726709354784.

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18

Ananthaswamy, Meera. "PRACTITIONER APPLICATION: Are Real Teams Healthy Teams?" Journal of Healthcare Management 58, no. 2 (March 2013): 108–9. http://dx.doi.org/10.1097/00115514-201303000-00006.

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19

Langley, R. E., and M. D. Mason. "Multi-arm Clinical Trials – Teams within Teams." Clinical Oncology 29, no. 12 (December 2017): 787–88. http://dx.doi.org/10.1016/j.clon.2017.10.001.

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20

Semyonov, Moshe, and Mira Farbstein. "Ecology of Sports Violences: The Case of Israeli Soccer." Sociology of Sport Journal 6, no. 1 (March 1989): 50–59. http://dx.doi.org/10.1123/ssj.6.1.50.

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This research explores the extent to which aggregate violence among players and spectators of soccer teams is affected by the urban ecology and the sports ecology in which the teams operate. Sports violence is viewed here as characteristic of the social system. The analysis focuses on 297 soccer teams in Israel, and demonstrates that violence in sports is systematically related to both the team’s urban ecology and sports ecology. First, teams representing communities of subordinate ethnic minorities are more violent than others. Second, teams competing in higher level (professional) divisions and teams at either the bottom or top of their division (high levels of competition) are more violent. Third, teams characterized by violent players are more likely to have violent spectators. Finally, the causal relation between player and spectator violence is asymmetric: players affect spectators’ violence but not vice versa. These findings are discussed and interpreted in light of sociological theory.

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21

Russ-Eft, Daruene. "Hurrah for teams or teams-schmeams: So, what is the impact of teams?" Human Resource Development Quarterly 7, no. 4 (1996): 305–12. http://dx.doi.org/10.1002/hrdq.3920070402.

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22

Wickramasinghe, Amanda S. "Leading Virtual Teams, Globally." International Journal of Social Media and Online Communities 14, no. 2 (July 1, 2022): 1–18. http://dx.doi.org/10.4018/ijsmoc.305866.

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Virtual teams allow professionals to work across boundaries, borders, cultures, and time zones. A number of companies across the globe have adapted to remote work due to the COVID-19 pandemic in the year 2020, using platforms such as Zoom, WebEx, Skype and Microsoft Teams. Due to the pandemic, most professional organizations were forced to utilize virtual platforms to communicate because of the worldwide stay-at- home orders. These platforms allow professionals across the world to connect instantly (Frisch & Greene, 2020).Within that context, a virtual team's leader has a significant responsibility for leading the virtual team to success. The purpose of this study was to explore how to lead virtual global teams successfully. The study examined 25 global leaders' lived experiences utilizing qualitative research methodology and explored the phenomenon of leading virtual teams effectively (and successfully) through using the input and process outcome framework (Eyrich, Quinn & Fessell, 2019). Findings included an effective virtual leadership approach.

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23

Breit, Stefan. "„Interdisziplinäre Teams“." VDI nachrichten 74, no. 32-33 (2020): 22. http://dx.doi.org/10.51202/0042-1758-2020-32-33-22-3.

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24

Heidinger, Anna-Lena. "Altersgemischte Teams." CNE.fortbildung 14, no. 01 (January 1, 2021): 2–16. http://dx.doi.org/10.1055/a-1272-8197.

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25

Brünkmans, Christian. ""Interdisziplinäre Teams"." return 8, no. 1 (February 2021): 64–65. http://dx.doi.org/10.1007/s41964-021-0683-x.

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26

Danczak, Avril. "‘Reception’ teams." British Journal of General Practice 68, no. 666 (December 28, 2017): 14.2–14. http://dx.doi.org/10.3399/bjgp17x694025.

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27

Dodani, Mahesh H. "Situational Teams." Journal of Object Technology 6, no. 4 (2007): 33. http://dx.doi.org/10.5381/jot.2007.6.4.c4.

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28

Pinsonneault, Alain, and Olivier Caya. "Virtual Teams." International Journal of e-Collaboration 1, no. 3 (July 2005): 1–16. http://dx.doi.org/10.4018/jec.2005070101.

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29

Нorbachenko, S., and V. Kharlamova. "MANAGEMENT TEAMS." Market economy: modern management theory and practice 18, no. 3(43) (December 16, 2019): 122–35. http://dx.doi.org/10.18524/2413-9998.2019.3(43).183665.

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30

Mountain, Julia. "Twinning teams." Nursing Standard 10, no. 7 (November 8, 1995): 49. http://dx.doi.org/10.7748/ns.10.7.49.s50.

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31

Brooks, Adam, Tom Burton, James Williams, and Peter Mahoney. "Trauma teams." Trauma 3, no. 4 (October 2001): 211–15. http://dx.doi.org/10.1177/146040860100300403.

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32

Greve, Gordon. "Multidisciplinary teams." Leading Edge 14, no. 11 (November 1995): 1106. http://dx.doi.org/10.1190/tle14111106.1.

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33

Sklar, David P. "Interprofessional Teams." Academic Medicine 89, no. 7 (July 2014): 955–57. http://dx.doi.org/10.1097/acm.0000000000000302.

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34

Parulekar, Prashant, and Stephen Drage. "Trache teams." Journal of the Intensive Care Society 19, no. 1 (February 2018): 83. http://dx.doi.org/10.1177/1751143717711356.

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35

Chien, Alyna T., Michael Anne Kyle, Antoinette S. Peters, Kevin H. Nguyen, Shalini A. Tendulkar, Molly Ryan, Karen Hacker, and Sara J. Singer. "Establishing Teams." Journal of Ambulatory Care Management 41, no. 2 (2018): 146–55. http://dx.doi.org/10.1097/jac.0000000000000229.

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36

Rodd, Dr Jillian. "Building teams." Practical Pre-School 2002, no. 36 (November 2002): 1–2. http://dx.doi.org/10.12968/prps.2002.1.36.40422.

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Rodd, Jillian. "Building teams." Practical Pre-School 2003, no. 37 (January 2003): 1–2. http://dx.doi.org/10.12968/prps.2003.1.37.40453.

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38

Wagner, Lauren B. "Choosing Teams." African Diaspora 11, no. 1-2 (December 9, 2019): 179–92. http://dx.doi.org/10.1163/18725465-01101003.

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Abstract The future of diaspora goes together with the future of diversity, and the different ways in which states and nations can reconfigure how their mobile, multifaceted members are accepted as belonging. The 2018 FIFA World Cup, like many international sporting events, crystallised some of debates about citizenship and belonging as applied to specific players and, notably for this event, to the ‘foreign-born’ men playing for the Moroccan team. Though public debates often focus on evaluating the ‘belonging’ of individuals who are chosen for elite events to represent the nation, that lens did not seem to be applied to the Moroccan team. By exploring how diversity and diaspora were debated in relation to players for European teams in this same tournament, I explore here how the Moroccan example represents perhaps a new direction for diaspora: one which connects descendants across multiple nations and states without character judgments about who can belong.

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39

Cooney, Thomas M. "Entrepreneurial teams." Management Research News 32, no. 6 (April 24, 2009): 580–91. http://dx.doi.org/10.1108/01409170910963000.

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40

Hackman, J. Richard. "Leading teams." Team Performance Management: An International Journal 10, no. 3/4 (April 2004): 84–88. http://dx.doi.org/10.1108/13527590410545081.

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41

Brooks, A., T. Burton, J. Willaims, and P. Mahoney. "Trauma teams." Trauma 3, no. 4 (October 1, 2001): 211–15. http://dx.doi.org/10.1191/146040801760043114.

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42

Powell, Kendall. "Tag teams." Nature 437, no. 7058 (September 2005): 590–91. http://dx.doi.org/10.1038/nj7058-590a.

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43

Kern, Winfried. "A-Teams?" Krankenhaushygiene up2date 09, no. 02 (June 17, 2014): 77. http://dx.doi.org/10.1055/s-0034-1377326.

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44

Stenske, Jane E., Diana L. Biordi, Dee Ann Gillies, and Karyn Holm. "Resource Teams." JONA: The Journal of Nursing Administration 18, no. 4 (April 1988): 34. http://dx.doi.org/10.1097/00005110-198804010-00008.

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45

Chade, Hector, and Jan Eeckhout. "Competing Teams." Review of Economic Studies 87, no. 3 (March 26, 2019): 1134–73. http://dx.doi.org/10.1093/restud/rdz022.

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Abstract In many economic applications of matching, the teams that form compete later in market structures with strategic interactions or with knowledge spillovers. Such post-match competition introduces externalities at the matching stage: a team’s payoff depends not only on their members’ attributes but also on those of other matched teams. This article develops a large market model of matching with externalities, in which first teams form, and then they compete. We analyse the sorting patterns that ensue under competitive equilibrium as well as their efficiency properties. Our main results show that insights substantially differ from those of the standard model without externalities: there can be multiple competitive equilibria with different sorting patterns; both optimal and competitive equilibrium matching can involve randomization; and competitive equilibrium can be inefficient with a matching that can drastically deviate from the optimal one. We also shed light on the economic relevance of our matching model with externalities. We analyse two economic applications that illustrate how our model can rationalize the trend in within- and between-firm inequality, and also the evolution of markups of sectors where firms have market power.

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46

Johnson, Sam T. "Work Teams." Compensation & Benefits Review 25, no. 2 (April 1993): 35–41. http://dx.doi.org/10.1177/088636879302500206.

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47

Kirkman, Bradley L., Cristina B. Gibson, and Debra L. Shapiro. "“Exporting” teams." Organizational Dynamics 30, no. 1 (June 2001): 12–29. http://dx.doi.org/10.1016/s0090-2616(01)00038-9.

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48

Bushe, Gervase R., and Alexandra Chu. "Fluid teams." Organizational Dynamics 40, no. 3 (July 2011): 181–88. http://dx.doi.org/10.1016/j.orgdyn.2011.04.005.

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49

Pearce, Craig L., and Charles C. Manz. "Twisted teams." Organizational Dynamics 49, no. 4 (October 2020): 100732. http://dx.doi.org/10.1016/j.orgdyn.2019.100732.

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50

Baird, Jennifer, Michele Ashland, and Glenn Rosenbluth. "Interprofessional Teams." Pediatric Clinics of North America 66, no. 4 (August 2019): 739–50. http://dx.doi.org/10.1016/j.pcl.2019.03.003.

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Journal articles on the topic 'Teams'

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