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Journal articles on the topic 'Work teams'

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Published: 4 June 2021
Last updated: 7 September 2023

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1

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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2

Abramson, Julie S. "Making Teams Work." Social Work With Groups 12, no. 4 (February 15, 1990): 45–63. http://dx.doi.org/10.1300/j009v12n04_04.

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3

Chaturvedi, Aman, Muskan Nagwani, and Dr Hema Mirji. "Leading towards High Performance Work Teams." International Journal of Research Publication and Reviews 4, no. 7 (July 2023): 324–27. http://dx.doi.org/10.55248/gengpi.4.723.48240.

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4

Hershock, Robert J., Charles D. Cowman, and Douglas Peters. "Action Teams That Work." Journal of Product Innovation Management 11, no. 2 (March 1994): 95–104. http://dx.doi.org/10.1111/1540-5885.1120095.

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5

Griffin, Sue. "Teams work for everyone." Practical Pre-School 2013, no. 149 (June 2013): 8–9. http://dx.doi.org/10.12968/prps.2013.1.149.8.

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6

Wake-Dyster, Wendy. "Designing teams that work." Australian Health Review 24, no. 4 (2001): 34. http://dx.doi.org/10.1071/ah010034.

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This paper describes the development of clinical improvement teams in a multi-disciplinary acute health care setting. The process included an information-gathering phase that enabled a match of team structure and leadership to staff skills and experience. It was found that an environment that supported collaborative practice and shared decision-making was critical to staff support of the teams and the outcomes achieved.
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7

Manning, Michael R., and Paula J. Schmidt. "Building Effective Work Teams." Journal of Management Education 19, no. 3 (August 1995): 392–98. http://dx.doi.org/10.1177/105256299501900312.

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8

Dyaram, Lata, and T. J. Kamalanabhan. "Heterogeneity and work teams." International Journal of Learning and Change 3, no. 2 (2008): 163. http://dx.doi.org/10.1504/ijlc.2008.023181.

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9

Chansler, Phillip A., Paul M. Swamidass, and Cortlandt Cammann. "Self-Managing Work Teams." Small Group Research 34, no. 1 (February 2003): 101–20. http://dx.doi.org/10.1177/1046496402239579.

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10

Fincher, Sally, James Caristi, and Louise Moses. "Teams work (panel session)." ACM SIGCSE Bulletin 32, no. 1 (March 2000): 421–22. http://dx.doi.org/10.1145/331795.331906.

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11

Weaver, Dawn. "Developing effective work teams." Nursing and Residential Care 6, no. 10 (October 2004): 472–78. http://dx.doi.org/10.12968/nrec.2004.6.10.16014.

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12

Hackman, J. Richard. "Why teams don't work." Leader to Leader 1998, no. 7 (January 1998): 24–31. http://dx.doi.org/10.1002/ltl.40619980709.

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13

Tang, Thomas Li-Ping, and Amy Beth Crofford. "Self-managing work teams." Employment Relations Today 22, no. 4 (December 1995): 29–39. http://dx.doi.org/10.1002/ert.3910220405.

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14

Wolff, Michael F. "Managers at Work: Building Teams—What Works (Sometimes)." Research-Technology Management 32, no. 6 (November 1989): 9–10. http://dx.doi.org/10.1080/08956308.1989.11670618.

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15

Galbraith, Diane D., and Fred L. Webb. "Teams That Work: Preparing Student Teams For The Workplace." American Journal of Business Education (AJBE) 6, no. 2 (February 20, 2013): 223–34. http://dx.doi.org/10.19030/ajbe.v6i2.7687.

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Organizations today often require collaboration in the form of work teams. Many tasks completed within organizations, whether in the workplace or in academia, however, can be beyond the capabilities of individuals alone. Productive teamwork and cooperative activities in business are expected and can begin very early in a person's career. The pedagogy for teamwork instruction in the classroom may not simulate real workplace events or parallel organizational behavior in order to attain a successful outcome. In universities, teamwork often breeds frustration and dysfunction, since the teams often do not perform at a high level or reach their full potential. This paper will provide best practices for creating productive teams in the classroom in preparation for the workforce. This insight will include ideas that will bond team members through collective values and goals, resulting in effective teams and a productive environment.
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16

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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17

Akter, Kaniz Marium, Swee Mei Tang, and Zurina Adnan. "Organizational justice and quality of work life in hotels: The mediating effect of trust climate." Society & Sustainability 5, no. 1 (March 17, 2023): 26–42. http://dx.doi.org/10.38157/ss.v5i1.533.

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The study aimed to investigate the impact of hotels' organizational justice (OJ) on the quality of employees' work life (QWL), with the mediation effect of teams' climate of trust (CT). Social Exchange Theory was employed to support the research framework. Data were collected using 281 questionnaires from the operational employees of 3-star hotels in Bangladesh and assessed by SPSS version 21 and SmartPLS 3.0 software. Data were validated by a measurement model and hypotheses were tested by a structural model using the PLS-SEM approach. The study discovered significant effects of hotels’ organizational justice (β=0.271) and team’s climate of trust (β=0.362) on employees’ quality of work life (R2=27.7%). It also reveals the effect of the hotel's OJ (β=0.369) on teams’ CT (R2=13.6%), and a partial mediation effect of team's CT (β=0.134) in the relationship between the hotel's OJ and employees' QWL. Results indicate that hotels' organizational justice practices enrich employees' quality of work life and nurture mutual trust among the team members, while a team's climate of trust can convert hotels' organizational justice into employees' quality of work life. These findings would inspire the hotel authorities in practicing organizational justice to develop a trusting climate in the working teams, and designing QWL programs for attaining employee satisfaction. The study was limited to the Bangladesh hotel industry which restricts the generalizability of its results.
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18

Hu, Jia, Chih-Hsun Chuang, and Yu-Ching Chiao. "Transformational Leadership of Work Teams." Academy of Management Proceedings 2017, no. 1 (August 2017): 10692. http://dx.doi.org/10.5465/ambpp.2017.18.

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19

Jacobson, Ralph. "The real work of teams." Human Systems Management 15, no. 1 (1996): 71–78. http://dx.doi.org/10.3233/hsm-1996-15107.

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20

Schoonbeek, Sue, and Amanda Henderson. "Learning to Work in Teams." Journal of Continuing Education in Nursing 45, no. 6 (June 1, 2014): 249–51. http://dx.doi.org/10.3928/00220124-20140527-13.

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21

Kane, Robert L., Tatyana A. Shamliyan, and Teresa McCarthy. "Do geriatric healthcare teams work?" Aging Health 7, no. 6 (December 2011): 865–76. http://dx.doi.org/10.2217/ahe.11.68.

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22

WANG, Zhen. "Work Engagement Crossover in Teams." Advances in Psychological Science 20, no. 10 (June 14, 2013): 1531–37. http://dx.doi.org/10.3724/sp.j.1042.2012.01531.

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23

Faraj, Samer, and Aimin Yan. "Boundary work in knowledge teams." Journal of Applied Psychology 94, no. 3 (2009): 604–17. http://dx.doi.org/10.1037/a0014367.

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24

Sundstrom, Eric, Kenneth P. De Meuse, and David Futrell. "Work teams: Applications and effectiveness." American Psychologist 45, no. 2 (February 1990): 120–33. http://dx.doi.org/10.1037/0003-066x.45.2.120.

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25

Ellinger, Patricia. "Creating Self-Directed Work Teams." Laboratory Medicine 27, no. 3 (March 1, 1996): 153–54. http://dx.doi.org/10.1093/labmed/27.3.153.

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26

Bright, D., and W. Parkin. "How negotiators work in teams." Management Research News 21, no. 7/8 (August 1998): 20–36. http://dx.doi.org/10.1108/01409179810781536.

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27

Smith, Bruce J. "B10 Self-Directed Work Teams." Quality Management in Health Care 2, Supplement (1994): 21. http://dx.doi.org/10.1097/00019514-199400001-00038.

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28

Smith, Bruce J. "B10 Self-Directed Work Teams." Quality Management in Health Care &NA; (December 1994): 21. http://dx.doi.org/10.1097/00019514-199412000-00038.

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29

Vice, Christopher. "Learning to Work in Teams." Design Management Review 18, no. 3 (June 10, 2010): 75–81. http://dx.doi.org/10.1111/j.1948-7169.2007.tb00217.x.

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30

Borrelli, Grace, Jennifer Cable, and Malcolm Higgs. "What makes teams work better." Team Performance Management: An International Journal 1, no. 3 (September 1995): 28–34. http://dx.doi.org/10.1108/13527599510084849.

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31

Seamons, Valerie A., and Heather E. Canary. "Contradictions in surgical work teams." Journal of Applied Communication Research 45, no. 1 (November 22, 2016): 42–60. http://dx.doi.org/10.1080/00909882.2016.1248467.

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32

Kippenberger, T. "Getting international teams to work." Antidote 5, no. 2 (April 2000): 33–35. http://dx.doi.org/10.1108/eum0000000006753.

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33

Harman, Richard A., Damodar Y. Golhar, and Satish P. Deshpande. "Lessons learnt in work teams." Production Planning & Control 13, no. 4 (June 2002): 362–69. http://dx.doi.org/10.1080/09537280110119076.

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34

Pasmore, William A., and Susan Mlot. "Developing Self-Managing Work Teams." Compensation & Benefits Review 26, no. 4 (August 1994): 15–23. http://dx.doi.org/10.1177/088636879402600403.

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35

Zelmer, Jennifer. "Teams Make the Dream Work." Healthcare Policy | Politiques de Santé 9, no. 4 (May 28, 2014): 8–10. http://dx.doi.org/10.12927/hcpol.2014.23814.

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36

Clifford, Gavin P., and Amrik S. Sohal. "Developing self‐directed work teams." Management Decision 36, no. 2 (March 1998): 77–84. http://dx.doi.org/10.1108/00251749810204151.

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37

Kent, Claire. "Building effective social work teams." Journal of Social Work Practice 33, no. 3 (November 2, 2017): 359–61. http://dx.doi.org/10.1080/02650533.2017.1398140.

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38

Buckenmyer, James A. "Using Teams for Class Activities: Making Course/Classroom Teams Work." Journal of Education for Business 76, no. 2 (November 2000): 98–107. http://dx.doi.org/10.1080/08832320009599960.

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39

Adrian, Marc. "SELF-MANAGED WORK TEAMS: AN EFFICIENCY-RATIONALE FOR PAY COMPRESSION." American Journal of Management and Economics Innovations 05, no. 05 (May 1, 2023): 08–11. http://dx.doi.org/10.37547/tajmei/volume05issue05-03.

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This article delves into the concept of self-managed work teams and investigates the efficiency-rationale for implementing pay compression within such teams. By examining existing research and theoretical frameworks, this study aims to shed light on the relationship between self-managed work teams, pay compression, and organizational efficiency. The findings highlight the potential benefits of pay compression in promoting teamwork, collaboration, and overall productivity within self-managed work teams. Self-managed work teams have gained attention as a means to enhance employee empowerment and organizational performance. In these teams, employees are responsible for decision-making, task allocation, and problem-solving, resulting in greater autonomy and collaboration. This article explores the efficiency-rationale for implementing pay compression within self-managed work teams. Pay compression, the reduction of wage differentials within teams, is proposed as a strategy to align compensation with the team-based approach and promote team cohesion. Drawing on existing literature and theoretical frameworks, this study examines the potential benefits of pay compression in improving team performance, cooperation, and overall organizational efficiency. The findings contribute to the understanding of how pay compression can be utilized as an effective tool to optimize team dynamics and drive productivity in self-managed work environments.
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40

Ivašković, Igor, and Tomaž Čater. "Factors of Athletes’ Work Engagement in South-East European Basketball Teams." Journal of East European Management Studies 27, no. 4 (2022): 612–36. http://dx.doi.org/10.5771/0949-6181-2022-4-612.

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The purpose of this paper is to examine how human resource management (HRM) quality and cohesion in post-transitional South-East European basketball teams influence athletes’ work engagement and their contribution to their team’s performance. The model was tested with structural equation modelling on a sample of 559 basketball athletes from four South-East European countries. The results show that the perceived quality of HRM directly affects the level of athletes’ work engagement, but does not directly affect the perception of cohesion or the self-reported contribution to the team’s performance. However, athletes’ work engagement mediates the effects of the HRM and cohesion on their contribution to their team’s performance. The study’s main contribution is the finding that work engagement in the context of basketball teams from post-transitional South-East European countries represents a mediator through which HRM can affect an individual athlete’s performance.
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41

Nallikari, Matti. "Multiskilled Work Teams at Finnish Shipyards." Journal of Ship Production 11, no. 04 (November 1, 1995): 239–44. http://dx.doi.org/10.5957/jsp.1995.11.4.239.

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This paper presents the results of a study jointly conducted by the Finnish shipyards in 1992–93. The study surveyed the possibilities of applying group work at the zonal outfitting of ships. Six zones of two sister ships, multipurpose icebreakers, were outfitted using both conventional and work group technology. The study revealed that there is a great potential to shorten the throughput time and increase productivity. When multiskilled independent work groups are implemented correctly, a decrease of 50% in throughput time and an increase of 20% in productivity can be expected. Synchronization and management problems can also be decreased
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42

Liu, Ying Chieh, and Janice M. Burn. "How Do Virtual Teams Work Efficiently." International Journal of e-Collaboration 5, no. 4 (October 2009): 16–36. http://dx.doi.org/10.4018/jec.2009062602.

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Virtual teams are groups of members collaborating in the execution of a specific task from disperse locations. Increasing use of virtual teams has highlighted the need for organizations to focus on ways to improve their performance. The key issues of concern include both technical and social dimensions, and this research study addresses the latter. Hence, this study derives a social relationship model from a comprehensive literature review and conducts an experiment to validate this through SEM (structural equation modeling). The results reveal: (1) communication has a direct positive impact on relationship building, but indirect positive effects on performance and satisfaction; (2) relationship building impacts directly with strong and positive impacts on cohesion and trust, but indirectly with strong impacts on performance and satisfaction; (3) cohesion has a direct, strong, and positive impact on performance, but a strong indirect impact on satisfaction; (4) trust has a positive direct impact on performance, but an indirect positive impact on satisfaction; and (5) performance has a strong and positive impact on satisfaction. In addition, this study confirms that relationship building is a vital mediator in the social relationship model. Managerial implications and future research directions are identified.
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43

Dubinsky, Jim, and Jim Melton. "Book Reviews : When Teams Work Best." Business Communication Quarterly 66, no. 3 (September 2003): 133–38. http://dx.doi.org/10.1177/108056990306600314.

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44

HUSTING, PAMELA M. "Leading Work Teams and Improving Performance." Nursing Management (Springhouse) 27, no. 9 (September 1996): 35???38. http://dx.doi.org/10.1097/00006247-199609000-00016.

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45

Woods, Eoin. "Aligning Architecture Work with Agile Teams." IEEE Software 32, no. 5 (September 2015): 24–26. http://dx.doi.org/10.1109/ms.2015.119.

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46

March, Artemis. "SOME TEAMS Work Better THAN OTHERS." Design Management Journal (Former Series) 2, no. 2 (June 10, 2010): 49–53. http://dx.doi.org/10.1111/j.1948-7169.1991.tb00076.x.

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47

Wageman, Ruth, P. Christopher Earley, and Cristina B. Gibson. "Multinational Work Teams: A New Perspective." Administrative Science Quarterly 48, no. 2 (June 2003): 332. http://dx.doi.org/10.2307/3556668.

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48

Trent, Robert J. "Planning to use work teams effectively." Team Performance Management: An International Journal 9, no. 3/4 (June 2003): 50–58. http://dx.doi.org/10.1108/13527590310482235.

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49

Thomas, Dominic M., Robert P. Bostrom, and Marianne Gouge. "Making knowledge work in virtual teams." Communications of the ACM 50, no. 11 (November 2007): 85–90. http://dx.doi.org/10.1145/1297797.1297802.

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50

Bosch‐Sijtsema, Petra M., Virpi Ruohomäki, and Matti Vartiainen. "Knowledge work productivity in distributed teams." Journal of Knowledge Management 13, no. 6 (October 23, 2009): 533–46. http://dx.doi.org/10.1108/13673270910997178.

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