Thèses : « Team effectivene »

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ARGENTON, LUCA UGO. « Multiplayer Serious Games and Team Effectiveness : the impact of different media on team dynamics ». Doctoral thesis, Università degli Studi di Milano-Bicocca, 2016. http://hdl.handle.net/10281/105390.

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Networking and team working are becoming the foundations of human performance in educational, organizational and recreational settings. Here, new communities of practice are being established to promote an engagement economy that will be able to foster innovation and success by sustaining collaboration and group effectiveness. Among the different technologies that can support these processes, Serious Games are acquiring a prominent role. By fostering continuous learning experiences blended with ludic and engaging affordances, Serious Games have in fact been able to shape new opportunities for individual and collective learning and training, showing a discrete effectiveness in different areas, such as education, industry, architecture, engineering, military and medicine. Further, serious games have been capable of influencing both individual and interpersonal experiences by fostering positive emotions, promoting engagement, as well as enhancing social integration and connectedness. That is why they can be considered as “positive technologies”. Despite the impressive growth of Serious Games applications, only a few of them have been tested and scientifically considered from an empirical point of view. Specifically, there is not much work reported concerning the effects of Serious Games on collaboration and team effectiveness, nor is there much evidence for the impact of different media on game-based team training. This works aims at introducing Mind the Game, a multiplayer decision-making serious game developed to create a socio-technical environment where the interconnection between humans and technology stimulate team effectiveness and cohesion. After being developed, the game was used in two studies. The first one, which included 95 subjects, aimed at providing a systematic investigation, evaluating the potential of digital game technologies compared to paper-based applications not only on individuals, but also among groups. This allowed our research to focus both on subjective game experience and group dynamics, like team cohesion and team potency. Results showed that people who played the digital version of the game experienced higher level of immersion and positive affects, as well as lower negative feelings than players who experience the paper-based version of game. No differences in terms of performance were observed between the two groups. The second study compared the performance of groups playing the game in face-to-face (FTF) and computer-mediated communication (CMC) settings. Here, the impact on emotions, flow and team effectiveness were considered on a sample of 100 subjects. Results showed that groups who played in CMC settings experience higher levels of negative emotions and lower team cohesion. Moreover, a textual analysis based on the Functional Category System highlighted that computer-mediated group decisions more closely resembled the general problem-solving process of problem definition, orientation, and solution development as group interaction progressed, while the face-to-face group interactions tended to follow a more linear sequence of interactions. Finally, group interactions in computer conferences were more task-oriented compared to F2F discussions.

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Bell, Suzanne Tamara. « Setting the stage for effective teams : a meta-analysis of team design variables and team effectiveness ». Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/1110.

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Teams are pervasive in organizations and provide an important contribution to organizational productivity. Since Hackman's (1987) seminal work, the team research focus has shifted from describing teams to outlining how researchers might use points of leverage, such as team design, to increase team effectiveness. There has been a wealth of research on team design variables that relate to team effectiveness. However, more than 15 years later, the team design literature remains fragmented and is inconsistent, and conclusions regarding optimal team design are difficult to make. The present study sought to unify the team design research by proposing a conceptual model and testing hypothesized relationships between specified design variables and team effectiveness using meta-analytic techniques. Specifically, the objectives of this study were to: (a) identify team design variables over which researchers and practitioners have some degree of control, (b) summarize the literature related to each of these variables, (c) hypothesize how each of the design variables are related to team effectiveness, (d) assess the relationship between these variables and team effectiveness using meta-analysis, (e) assess the influence of specified moderator variables (e.g., study setting, team tenure) on the team design variable/team effectiveness relationships, (f) make theoretically- and empirically-based recommendations for the design of effective teams, and (g) highlight areas in need of additional research. Results indicated that several team design variables show promise as a means of increasing team effectiveness. The strength of the team composition variable/team performance relationships was dependent on the study setting (lab or field); however, the study setting had considerable overlap with the type of team assessed (intellectual or physical). For lab studies (intellectual teams), team general mental ability (GMA) and task-relevant expertise were strong predictors of team performance, while team personality variables were unrelated to team performance. In field studies (physical teams), team agreeableness and conscientiousness had stronger relationships with team performance than team GMA and team task-relevant expertise. Team task design variables (e.g., task significance) had consistent, positive relationships with team performance, and several team structure variables (e.g., degree of self- management) were also related to team performance.

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Kimura, Shinko. « Influence of teamwork aptitude and personal characteristics of team members on team effectiveness : How should we form effective teams ? » CSUSB ScholarWorks, 2007. https://scholarworks.lib.csusb.edu/etd-project/3286.

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This study examines the factors that are important for team success by exploring the best possible criteria for selecting members for teamwork. Two models of team composition were proposed, productivty and synergy. The findings are discussed for their implications for team satisfaction and productivity.

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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
Unrestricted

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Polsten, Jacob, et Jonathan Svärd. « Barriärer vid utveckling av effektiva team : En studie om hinder och möjligheter vid teamutveckling och strävan efter effektiva team ». Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95941.

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En ständigt föränderlig omgivning, påverkad av globalisering, konkurrens och nya trender fostrar en komplexitet som flertalet forskare hävdar kräva ett ökat fokus på teamarbete (McDonough, 2000; Sheard & Kakabadse, 2002). Därutöver skriver Cannon-Bowers och Bowers (2011) att intresset för team och hur de fungerar vuxit dramatiskt sedan början av 1900-talet. Inte minst tros pressen från en global ekonomi ligga bakom det ökade intresset, tillsammans med behovet av att optimera användandet av team inom organisationer världen över. Trots att teameffektivitet tycks ligga i de flestas intresse, verkar litteraturen på området inte hänga med i omvärldens förändring. Vi anser att diskrepansen mellan teori och praktik ger upphov till barriärer som hindrar utvecklingen av effektiva team. Syftet med denna studie har således varit att öka förståelsen för de barriärer som hindrar utvecklingen av effektiva team inom en svensk verksamhet. Vår studie har en kvalitativ ansats där nio semistrukturerade intervjuer genomförts med medarbetare från ett team på IKEA of Sweden AB. Våra resultat visar att det finns tydliga barriärer mellan utvecklingen av effektiva team, teorin och praktiken. Med grund i vår undersökning har vi kunnat identifiera de tre följande barriärerna: ledarskap, kommunikation och tillhörighet (LKT). Barriärerna får sina uttryck i olika konsekvenser där den övergripande konsekvensen är förhindrandet av utvecklingen av effektiva team, andra konsekvenser yttrar sig på såväl team- som på individnivå. Vidare har vi funnit att barriärerna (LKT) även kan agera möjliggörare för utvecklingen av effektiva team. Såväl litteraturen som praktiken bör således lägga ett större fokus på att implementera, utveckla och förstärka de tre identifierade faktorerna (LKT). Slutligen anser vi att det behöver utföras mer empiriskt grundad forskning och teoribildning som tar hänsyn till omvärldens förändringar för att finna fler åtgärder för att hantera de identifierade barriärerna.
A constantly changing environment, influenced by globalization, competition and new trends, fosters a complexity that most researchers claim to require an increased focus on teamwork (McDonough, 2000; Sheard & Kakabadse, 2002). In addition, Cannon-Bowers and Bowers (2011) write that the interest in teams and how they function has grown dramatically since the early 1900s. The pressure from a global economy is believed to be a cause of the increased interest, along with the need to optimize the use of teams within organizations worldwide. Although organizations and people are taking an increased interest in team effectiveness it seems as if the literature within the field is not keeping up. We believe that the discrepancy between theory and practice creates barriers that impede the development of effective teams. The purpose of this study has been to increase the understanding of the barriers that prevent the development of effective teams in a Swedish context. Our study is based on a qualitative research method by which nine semi-structured interviews have been carried out together with members from a team at IKEA of Sweden AB. Our results show that there are distinct barriers between the development of effective teams, theory and practice. Based on our research we have been able to identify the following three barriers: leadership, communication and a sense of belonging (LCB). The overall consequence caused by the barriers is the impediment to the development of effective teams, other consequences include effects on teams and individuals of the teams. Furthermore, we have found that the barriers (LCB) could act as facilitators for the development of effective teams. Both literature and practice should thus place a greater emphasis on implementing, developing and strengthening the three identified factors (LCB). Finally, we argue that more empirically based research, that is taking a constantly changing environment into account, has to be carried out. Hopefully that would result in more measures to deal with the identified barriers.

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Oden, Kevin. « DISTRIBUTED TEAM TRAINING : EFFECTIVE TEAM FEEDBACK ». Doctoral diss., University of Central Florida, 2008. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2908.

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ABSTRACT The United States Army currently uses after action reviews (AARs) to give personnel feedback on their performance. However, due to the growing use of geographically distributed teams, the traditional AAR, with participants and a moderator in the same room, is becoming difficult; therefore, distributed AARs are becoming a necessity. However, distributed AARs have not been thoroughly researched. To determine what type of distributed AARs would best facilitate team training in distributed Army operations, feedback media platforms must be compared. This research compared three types of AARs, which are no AAR, teleconference AAR, and teleconference AAR with visual feedback, to determine if there are learning differences among these conditions. Participants completed three search missions and received feedback between missions from one of these conditions. Multiple ANOVAs were conducted to compare these conditions and trials. Results showed that overall the teleconference AAR with visual feedback improved performance the most. A baseline, or no AAR, resulted in the second highest improvement, and the teleconference condition resulted in the worst overall performance. This study has implications for distributed military training and feedback, as well as other domains that use distributed training and feedback.
Ph.D.
Department of Psychology
Sciences
Psychology PhD

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Cornel, Caralea May. « A Methodology to Measure the Impact of Diversity on Cybersecurity Team Effectiveness ». BYU ScholarsArchive, 2019. https://scholarsarchive.byu.edu/etd/8594.

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In recent years, the definition of cybersecurity professional has been diluted to include more individuals, particularly women, to be included. Depending on the definition used, women currently comprise between 11% and 25% of the cybersecurity workforce. While multiple studies have indicated the benefits to diverse teams, research in the cybersecurity area is lacking.This research proposes a framework that uses a modified escape-the-room gamified scenario to measure the effectiveness of cybersecurity teams in technical problem-solving. The framework presents two routes, incident response and penetration testing, the participants can choose. In a preliminary study, this framework is used to show the combination of gender diversity and prior cybersecurity experience and/or cybersecurity knowledge, particularly in women, are found to be significant in reducing the time taken to solve cybersecurity tasks in the incident response, and penetration testing domains.In conclusion, opportunities for extending this research into a large-scale study are discussed, along with other applications of cybersecurity escape-rooms.

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Willbanks, Kristi D. « Relationship of Team Training Components to Perceptions of Team Performance ». Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4376/.

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The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.

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Erdheim, Jesse. « POSITIVE AND NEGATIVE AFFECT : HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS ». Bowling Green State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005.

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Van, Aken Eileen M. « Determinants of team effectiveness for cross-functional organizational design teams ». Diss., This resource online, 1995. http://scholar.lib.vt.edu/theses/available/etd-11082006-133627/.

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Andrews, Angelique. « Virtual Teams and Technology : The Relationship between Training and Team Effectiveness ». Thesis, University of North Texas, 2001. https://digital.library.unt.edu/ark:/67531/metadc2824/.

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The impact of training on virtual team effectiveness was assessed in five areas: communication, planning tasks and setting goals, solving problems and making decisions, resolving conflict, and responding to customer requirements. A 12-page survey was developed exploring all aspects of virtual teams. 180 surveys were distributed, 52 were returned representing 43 companies. Training led to higher effectiveness in planning tasks and setting goals, solving problems and making decisions, and conflict resolution, but not in communication and responding to customer requirements. Training may not solve all the problems that virtual teams will encounter; however, training will make the challenges easier to handle.

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Victor, Johan. « The development of the team effectiveness measure (TEM) : an assessment instrument for use in identifying and developing team effectiveness ». Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52514.

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Thesis (MBA)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: Team effectiveness will be crucial to the success of managers and their organisations in the twenty first century. Managers will have to determine the effectiveness of their teams with the help of valid and reliable measurement instruments. This study project was undertaken to design and develop a team effectiveness assessment instrument that has been proven to be internally valid and reliable, for use by managers in order to identify and develop team effectiveness in their work teams. The construction of the Team Effectiveness Measure (TEM) depended largely on the identification of the elements that are needed for a team to be effective. This was achieved by researching existing literature and extracting a list of elements that was common to effective teams. The resultant Team Effectiveness Criterion Instrument, used in conjunction with practical experience, was then used to construct the Preliminary TEM. The methodology used in constructing and validating the TEM consisted of five steps. The concept of team effectiveness was specified, by using the results of the literature study, which identified eight discernible dimensions of team effectiveness. These dimensions are: balanced composition, clear objectives and focus, positive climate, dynamic culture, effective relationships, open communication, sound procedures and effective leadership. The next step was to create a pool of items by using the findings of the literature study. This resulted in a total pool of one hundred items, which were included in the Preliminary TEM. The format of the TEM was then constructed, consisting of demographic information and a Semantic Differential Scale, with a seven point bipolar rating scale. The next step was to determine the construct validity of the TEM. Applying the Preliminary TEM to a sample group of one hundred and ninety six people, and subjecting the results to statistical analysis achieved this. The Item Total Correlation and Coefficient Alpha was determined, followed by a Factor Analysis, which led to the refinement of the Preliminary TEM. The end result was the final TEM, which consisted of three main factors and a total of thirty elements. The results of the analysis of the final TEM, being an extremely high Cronbach Coefficient -Alpha of 0.94, and a consistently high Item Total Correlation, is evidence of the internal consistency of the TEM. The results of the factor analysis, a loading of more than 0.6 on all items, reflect positively on the construct validity of the TEM. Only the items with the highest level of reliability were retained. The final conclusion, based on the results, was that the contents of the TEM were sufficiently validated and was usable as an instrument for assessing team effectiveness. This means that the results obtained from the use of the instrument can be trusted and used for making recommendations on the development of a team. It must however, be noted that the TEM needs to be subjected to further reliability and construct validity testing. This does not however, detract from the fact that the TEM can be used effectively as a measure for managers for team effectiveness, team functioning, identifying symptoms of poor team work that prohibits performance and for measuring the "temperature" of the team.
AFRIKAANSE OPSOMMING: Die sukses van bestuurders en organisasies in die een-en-twintigste eeu is deels afhanklik van die sukses en die effektiwiteit van hul werkspanne. Bestuurders sal geldige en betroubare meetinstrumente nodig hê om te bepaal op watter vlak van effektiewe werking hulle spanne is. Die doel van hierdie studie projek was om 'n meetsinstrument vir spaneffektiwiteit te ontwerp en ontwikkel, wat getoets is vir interne geldigheid en betroubaarheid. Die meetinstrument moet gebruik kan word deur bestuurders om spaneffektiwiteit te indentifiseer en ontwikkel. Dit was belangrik om eers die elemente wat nodig is vir spanne om effektief te funksioneer, te identifiseer, deur gebruik te maak van 'n literatuurstudie oor spaneffektiwiteit. Die bestaande literatuur is gebruik om 'n lys van elemente te identifiseer wat algemeen in effektiewe spanne voorkom. Hierdie lys van elemente, sowel as praktiese ervaring, is gebruik om die Voorlopige Spaneffektiwiteits Meetinstrument (TEM) op te stel. Die metedologie wat gebruik is, is om 'n vyf stap benadering te volg in die ontwikkeling van die TEM. Eerstens is die konsep van spaneffektiwiteit gespesifiseer, deur gebruik te maak van die resultate van die literatuur studie. Agt dimensies is as volg geidentifiseer: Gebalanseerde samestelling, duidelike doelwitte en fokus, positiewe klimaat, dinamiese kultuur, effektiewe verhoudinge, oop kommunikasie, gevestigde prosedure, en goeie leierskap. In die volgende stap is 'n poel van items saamgestel deur gebruik te maak van die bevindinge van die literatuurstudie. In totaal is 100 items ingesluit in die Voorlopige TEM. Volgende aan die beurt was die opstel van die formaat van die TEM, wat bestaan het uit demografiese inligting, sowel as 'n Semanties Differensiële Skaal met 'n sewe punt bipolêre skaal. Dit is gevolg deur die vastelling van die konstruk geldigheid van die TEM, deur die toepassing van die vraelys op 196 mense en die statistese verwerking van die resultate. Die Item Totaal Korrelasie en die Koëffisient Alfa is bepaal en dit is gevolg deur 'n Faktor Analise. Hierdie resultate is gebruik om die TEM te verfyn tot 'n instrument met drie hoof faktore en 'n totaal van dertig items. Bewyse vir die interne konsekentheid van die TEM is verkry deur die hoë Cronbach Koëffisient van 0.94, en 'n deurlopende hoë Item Totaal Korrelasie. Die resultate van die Faktor Analise was 'n deurlopende hoë telling van meer as 0.6, wat positief reflekteer op die konstruk geldigheid van die TEM. Slegs die items met die hoogste vlak van betroubaarheid is gekies vir insluiting in die finale TEM. Dit alles dui daarop dat die resultate wat vekry gaan word deur die toepassing van die TEM op spanne, vertrou kan word en gebruik kan word om aanbevelings te maak vir die ontwikkeling van die span. Daar moet egter genoem word dat verdere betroubaarheid en konstruk geldigheid studies nodig sal wees op die TEM, aangesien die TEM slegs vir interne geldigheid getoets is. Die resultate van die analise is egter bevredigend genoeg dat die TEM met vertroue gebruik kan word deur bestuurders om die vlak van ontwikkeling en effektiwiteit van hul spanne te kan bepaal.

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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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Ochani, Manju. « Effects of Venture Team Demographic Characteristics on Team Interpersonal Process Effectiveness in Computer Related Venture Teams ». Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278275/.

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In order to remain competitive, firms must be able to merge diverse, differentiated people into teams. In comparison to solo ventures, venture teams not only offer a broader base of physical and financial resources and varying points of view, but also positively influence the profitability, growth, and survivability potential of new ventures. Despite the growing importance and potential benefits offered by venture teams, relatively little is known about assembling and maintaining effective venture teams in the field of entrepreneurship. More specifically, information is needed to understand what composition and combination of demographic characteristics of team members would contribute to the effectiveness and success of a venture team. In this study the relationship between venture team demographic characteristics and team effectiveness (which is defined in terms of the interpersonal process of venture team members in their group activities) is investigated. The demographic characteristics examined include average age, age heterogeneity, average level of education, educational background heterogeneity, gender heterogeneity, and functional background heterogeneity. A field study, involving face-to-face and telephone interviews with the venture teams is used to gather data from40 computer related venture teams in a large midwest U.S. city. The venture teams are identified through the local Chambers of Commerce, peer referrals, and library research. Information is gathered on demographics and team interpersonal process effectiveness using a pre-validated instrument. Data are analyzed using regression analysis. The results indicate that average age negatively and significantly relates with team interpersonal process effectiveness. Furthermore, average level of education positively and significantly relates with team interpersonal process effectiveness. The other demographic variables, age heterogeneity, educational background heterogeneity, gender heterogeneity, and functional background heterogeneity do not produce significant relationships.

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Zhang, Xinxin. « Team Roles and Interactions in Academic Research Project Teams and Their Potential Influence on Team Effectiveness ». Thesis, Université d'Ottawa / University of Ottawa, 2018. http://hdl.handle.net/10393/38601.

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Academic research is increasingly conducted by teams rather than by individual investigators. Researchers show more interest in studying the effectiveness of such teams. Evidence shows that team science leads to publications which have higher impact ratings and more patents. However, teams conducting academic research are facing various difficulties that prevent them from being successful. This thesis examines factors influencing the effectiveness of academic research project teams and explores how team role theory can help. Data collection was conducted in the University of Ottawa in the form of 5 standardized open-ended interviews with two academic research project teams and complemented by a validated questionnaire. Both teams were in the field of health science while team A had 13 – 20 members and team B had 6 members. We adopted a multi-method qualitative-dominant comparative research design and considered each team as a unit of analysis. We inductively generated codes and used the input-process-output (IPO) theory and the team role experience and orientation (TREO) theory as overarching deductive models to analyze data. Findings show that the IPO and TREO theories are helpful in studying the effectiveness of academic research project teams. The findings suggest that further research on academic research project teams using the IPO and the TREO theories is necessary, especially on the topic of team role complementarity. They also suggest that project management training on topics such as project planning and risk management can enhance academic research project teams’ effectiveness.

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Norén, Tommie, et Amanda Olsson. « Ledarskap i effektiva team : En kvalitativ studie om ledarskapet i effektiva säljteam ». Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-31258.

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Dagens arbetsliv kännetecknas av att arbete sker tillsammans med andra människor. Attarbeta i team med olika människor är idag vanligt och det ställer höga krav på förmågan attkunna hantera mellanmänskliga relationer. Ledarskap har stor påverkan på arbetsgruppersarbete och effektivitet och det krävs därför ett aktivt arbete från gruppernas ledare.Vi har gjort en kvalitativ studie där vi undersökt hur ledare leder effektiva team. Vi harundersökt vilken ledarskapsstil ledarna har, hur ledarna utövar sitt ledarskap i vardagligasituationer samt hur teammedlemmar upplever ledarstilen i effektiva team. Studien har gjorts ien nationell säljorganisation där vi har fokuserat på de tre mest effektiva teamen och derasledare, med fokus på ledaren. Vi valde semistrukturerade intervjuer som metod.Resultatet visar att samtliga ledare till största del använder sig av ett transformativt ledarskapmen även har inslag av andra typer av ledarskapsstilar. Ledarna utövar sitt ledarskap genomstöd, konsultation, kommunikation och uppmuntran. Mål- och resultatstyrning är också enstor del av ledarskapets utövande då organisationen kräver att teammedlemmarna har tydligamål för dagen, veckan och månaden.
The working life of today has become more team focused. It is common to work in differentgroups which puts high demands on managing inter human relations. The leadership has a biginfluence on the workgroups productivity and efficiency hence it requires an active role fromthe group leader.By using a qualitative method, this study examines how leaders lead effective teams. Wefocused on what leadership style the leaders had, how the leaders exercise their leadership ondaily bases and how the leadership style is perceived in the effective teams. The study wasperformed at a national sales organization in Sweden and we used semi-structured interviewsas method. We interviewed the three most effective teams and their leaders in theorganization, with focus on the leadership.The result shows that all leaders mostly use a transformative leadership but also haveinfluences from other leadership styles. The leaders exercise their leadership by support,consultation, communication and encouragement. Results-Based Management is also a bigpart of the leadership exercise since the organization requires the team members to haveindividually daily, weekly and monthly goals to reach.

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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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Rawandi, Aso. « Towards more effective management teams : Investigating the efficiency of a theoretical dynamic management model created toindicate development potentials regarding management team effectiveness ». Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-7554.

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Today's rapid changes and major business developments in organizations increase the need for effective management teams. In management teams, there are significant demands on the members to understand how strategic, tactical and operational decisions and actions generate results. High management team effectiveness requires optimum cooperation between the members with particular emphasis on well-operated communication and ability and flexibility in working as a team. It further requires a deep understanding of the factors that influence the

management team effectiveness. The challenge to create a theoretical dynamic model to indicate development potentials regarding the effectiveness in the management teams represents the foundation for the idea behind this master thesis.

This master thesis presents a theoretical management dynamic model I have developed based on identified key factors that influence the effectiveness of management teams. For identification of these key factors, I have used literary studies and research concerning the concept of team, management team, team effectiveness, leading organizations, organization development, dynamic models and many other concepts.

I have categorized these key factors in five criteria. These criteria are engagement and dynamic leadership, team spirit, management meetings, conflict management and visions and objectives. In view of that, my definition of an effective management team is: team where high-engaged and motivated members including a strategic and dynamic leader work in a team having a good team spirit, hold effective management meetings and manage conflicts effectively to make qualified decisions that mainly are concentrated to reach welldefined bjectives and visions”.

The inspired idea behind my model is to integrate these criteria in the mechanical system called the Planetary Gear System to create a metaphoric image describing the dynamic of management teams and their effectiveness. Strategies for measuring these criteria also are identified and presented in this master thesis. These properties make the present dynamic model to a unique model in its appearance and functionality. The main function of my model is to indicate development potentials in the management teams. These development potentials are then used to give the studied management team relevant recommendations aimed at making the management team more effective. The aim of this master thesis is to investigate whether the developed model fulfill this function.

In order to investigate the ability of the model to fulfill this function the model has been applied to a real management team. The results have shown that the model has sufficient ability to indicate development potentials in the studied management team. The obtained results have been analyzed using SPSS computer program. Based on these results several recommendations are given. In this manner, the model has fulfilled stated expectations. However, a couple of additional actions aimed at increasing the qualifications of the presented dynamic model are identified at the end of this master thesis.

With the intention of verifying whether the developed model contributes to make the studied management team more effective, the performed measurement should be repeated after a period of at least six months. The re-measurement is necessary to follow up the effect of the given recommendations and also to indicate any new development potential. Such a task is recommended for further research and development of the model.

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Alkberg, Johanna. « Samarbete i distribuerade team : En analys av möjligheter och metoder för att arbeta distribuerat inom Sandvik IT med stöd av Kanban ». Thesis, Mittuniversitetet, Institutionen för informationsteknologi och medier, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-18507.

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Många företag står inför det faktum att arbetet måste anpassas till globaliseringen för att konkurrenskraften skall bibehållas. Ett sätt att göra det är att arbeta geografiskt distribuerat för att på så sätt nå kompetens och fler kunder samtidigt som 24/7-arbete möjliggörs. Men för att effektivt jobba distribuerat över tid och rum krävs en medvetenhet kring de begränsningar som det medför och hur de skall överbryggas. Sandvik IT står inför förändringar och trenden går mot fler geografiskt distribuerade team. Syftet med denna undersökning har därför fokuserats kring det distribuerade arbetets nyckelfaktorer och hur Kanban kan bidra till ett effektivt arbete. Huruvida Sandvik IT’s stödfunktion Service Development Office (SDO) kan stödja det distribuerade arbetet har också utvärderats. Informationsbasen är en sammanställning av litterära verk som böcker och framförallt vetenskapliga artiklar. Från den teorin urskiljdes fyra nyckelområden för distribuerat arbete; arbetssätt och koordinering, kommunikation, ledarskap och teamkänsla. Till detta tillkom en femte punkt som handlar om uppstart för teamet. Utifrån dessa fem områden formulerades sedan intervju - och enkätfrågor. SDO valde ut tre team som informanter, varav teamledarna/koordinatörerna intervjuades och övriga blev tillsända enkäten. Resultatet från informanterna jämfördes sedan med den inledande teorin och via en analys kunde 16 nyckelfaktorer för distribuerat arbete (inom Sandvik IT) konstateras. Några tunga faktorer som konstaterades är; Ledarens medvetenhet, ett väl förankrat arbetssätt, gemensam kunskap och social interaktion. Faktorerna kategoriserades även till; Förutsättningar, teamstart och slutligen upprätthållande och utveckling. Till stor del kunde nyckelfaktorerna och behoven täckas av Kanban, men rekommendationen är att SDO kompletterar med en utbildning för teamledare/koordinatörer. Det kom att ses som en förutsättning för det distribuerade arbetet. Svarsfrekvensen i undersökningen var god och resultatet sammanhängande och därav anses rapporten ha en hög interorganisatorisk validitet och reliabilitet.
Many companies face the fact that the work must be adapted to the globalization so competitiveness can be maintained. One way to do it is to work geographically distributed and reach competence personnel and more customers while 24/7-work becomes possible. But to effectively work distributed over space and time, a consciousness about the limitations that this entails and how to overcome them are necessary. Sandvik IT is facing changes and the trend is toward more geographically distributed teams. The purpose of this study was therefore focused on the key factors for distributed work and how Kanban can contribute to effective distributed work. How Sandvik IT's supporting group, Service Development Office (SDO) should support the distributed work has also been evaluated. The basic theory is a compilation of literary works such as books and above all scientific articles. From the theory four key areas of distributed work was identified; working methods and coordination, communication, leadership and team spirit. A fifth point was also added, which was about the teamstart. Based on these five areas the interview - and survey questions was formed. SDO selected three teams with informants, and the team leaders/coordinators were interviewed and other staff received the survey. The results were then compared with the initial theory and via analysis 16 key factors for distributed work (at Sandvik IT) could be found. E.g. leader's consciousness, a well-established work method, shared knowledge and social interaction. The factors were also categorized into: Set-up, teams start and finally maintenance and development. To a large extent the key factors and the needs could be met by Kanban, but the recommendation is that SDO complements with (in particular) an education for team leaders/coordinators. It came to be seen as a prerequisite for the distributed work. The survey's response rate and the interviews outcome were good and the result was coherent. Hence the report can be seen as a report with high validity and reliability in an inter-organizational view.

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Oden, Kevin Boyd. « Distributed team training effective team feedback / ». Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002483.

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Kwaye, Alphonse Shefa. « Effective Strategies for Building Trust in Virtual Teams ». ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5740.

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Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context.

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Cantu, Cynthia J. « Evaluating team effectiveness : Examination of the TEAM Assessment Tool ». Thesis, University of North Texas, 2007. https://digital.library.unt.edu/ark:/67531/metadc3990/.

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The present study evaluates the psychometric properties of the TEAM Assessment Tool. The assessment was developed to evaluate work team effectiveness as a basis for providing developmental feedback for work teams. The proposed TEAM Assessment Tool includes 12 dimensions of work team effectiveness with 90 items total. The dimension names are (a) Communication, (b) Decision-Making, (c) Performance, (d) Customer Focus, (e) Team Meetings, (f) Continuous Improvement, (g) Handling Conflict, (h) Leadership, (i) Empowerment, (j) Trust, (k) Cohesiveness/Team Relationships, and (l) Recognition and Rewards. Data were collected from employees of a large aerospace organization headquartered in the United States who are participating in work teams (N= 554). Factor analysis guided development of six new scales of team effectiveness as follows: (1) Teamwork, (2) Decision-Making, (3) Leadership Support, (4) Trust and Respect, (5) Recognition and Rewards, and (6) Customer Focus. Reliability of scales was demonstrated using Cronbach's coefficient alpha. Construct validity was demonstrated through subject matter expert (SME) input, exploratory factor analysis, and scale reliability analysis. Criterion validity was demonstrated by significant correlations at the p<.01 level comparing two measures of team member opinion of team performance and level of performance as indicated by the six subscale scores and overall scale scores of the final TEAM Assessment Tool.

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Townsend, Jeffery Scott. « Long term effectiveness of a team-taught, constructivist, experiential secondary science methods course ». [Bloomington, Ind.] : Indiana University, 2008. http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:3337249.

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Thesis (Ph.D.)--Indiana University, School of Education, 2008.
Title from PDF t.p. (viewed on Jul 28, 2009). Source: Dissertation Abstracts International, Volume: 69-12, Section: A, page: 4620. Adviser: Valarie L. Akerson.

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Zoogah, Baniyelme David. « Alliance mental models and strategic alliance team effectiveness ». The Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1148569488.

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Oberg, Timothy Chris. « Teacher voice : how the research-based practices of professional learning teams, implemented to address the challenges of standardization, validate teacher voice / ». Connect to dissertation online, 2008.

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Nandkeolyar, Amit Kumar. « How do teams learn ? : shared mental models and transactive memory systems as determinants of team learning and effectiveness ». Diss., University of Iowa, 2008. http://ir.uiowa.edu/etd/2.

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Alegbeleye, Ibukun. « A Mixed Methods Study of Leader-Follower Dynamics in Student Project Teams : Toward Advancing Career Readiness ». Diss., Virginia Tech, 2020. http://hdl.handle.net/10919/97891.

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The challenges we face in society are becoming increasingly complex. Addressing complex problems (such as climate change, food security, and water conservation, among others) requires working with others in an interdependent and collaborative environment. However, employers have noted that college graduates are insufficiently prepared to work effectively in teams. The central problem this study seeks to solve pertains to the inability of college graduates to engage effectively in teamwork. I have identified transformational leadership and effective followership behaviors as predictors of teamwork quality and team effectiveness in the study. This study applies an explanatory sequential mixed methods design to examine: (a) whether transformational team leadership is positively related to team effectiveness, as mediated by teamwork quality, (b) whether effective team followership is positively related to team effectiveness, as mediated by teamwork quality; (c) team members' perceptions of overall teamwork quality, (d) team members' perceptions of how transformational team leadership influences overall teamwork quality and team effectiveness, (e) team members' perceptions of how effective team followership influences overall teamwork quality and team effectiveness, and (f) the differences and similarities that exist between teams in the perceptions of teamwork quality, transformational team leadership and effective team followership. Quantitative data were collected through surveys that were completed by 98 students (n=98) subdivided into 20 project teams (j=20) in the Virginia Governor School for Agriculture, as well as 84 students (n=84) subdivided into 10 project teams (j=10) in a leadership class at the University of Georgia. Follow-up focus groups were conducted with five teams (j = 5, n = 27). Statistical analyses included: descriptive statistics, correlational tests, exploratory factor analysis (EFA), Cronbach's alpha tests, and a mediation analysis based on ordinary least square regression-based path analysis. Coding and thematic analysis of focus group transcripts were carried out in the qualitative phase. Findings indicate that transformational team leadership was positively related to team effectiveness ( = 0.54, p < .05), such that the relationship was mediated by teamwork quality. However, teamwork quality did not mediate the relationship between effective team followership and team effectiveness. Findings show a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. In contrast, groups with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, findings show a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibited centralized leadership, while teams with high-quality teamwork exhibited shared leadership. Lastly, findings show a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and those with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers.
Doctor of Philosophy
In today's world, employers are interested in the ability of college graduates to work effectively in a team. This is because the problems organizations face today are increasingly complex and require teamwork. Unfortunately, employers have rated many college graduates as inadequately prepared to work effectively in teams. Seeing this problem, I wanted to know what factors influence college graduates' ability to engage effectively in teamwork. While leadership researchers have identified team members' leadership and followership behaviors as factors that influence their ability to work effectively in a team, there is a need to know what that relationship looks like. Therefore, in this study, I have explored how transformational leadership and effective followership behaviors of team members influence teamwork quality and team effectiveness. I surveyed 20 student project teams comprised of 98 students in the Virginia Governor School for Agriculture, as well as 10 student project teams comprised of 84 students in a leadership class at the University of Georgia. As a follow-up, I conducted small-group discussions with five teams to understand what was going on in their teams regarding teamwork quality, leadership, and followership. I found that transformational team leadership influenced team effectiveness by improving the quality of teamwork in a team. However, effective team followership did not improve the quality of teamwork in a team. I also found a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. On the other hand, teams with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, I found a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibiting centralized leadership, and those with high-quality teamwork exhibited shared leadership. Lastly, I found a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and teams with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers.

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Britton, Peter James. « A critical examination of effective team development : transforming a group of teachers into an effective team at a Queensland independent school ». Thesis, Queensland University of Technology, 1997. https://eprints.qut.edu.au/36580/1/36580_Britton_1997.pdf.

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Teamwork is no longer an option. This is essential for growth and survival in a world undergoing rapid organisational change. Educational systems are changing world-wide as governments devolve, deregulate and advocate self-managing schools. A significant infra-structural aspect of a devolved, deregulated and self-managed school is the effective team. Effective work teams are achieving good results because they are structured around work and work systems. Consequently, for the new millennium, schools need people who understand the dynamics of effective teams and the skills to be effective team leaders and members. Broadly, the literature describes three aspects related to effective teams: Leading Teams, Stages of Team Development and the Building Blocks of Effective Teams. These issues are currently examined independently. In this study, the Building Blocks of Effective teams and the characteristics of the Stages of Team Development were integrated into a teambuilding process. The aim of the study was to critically examine a process that transforms a group of individuals into an effective team. The teambuilding process integrated the Building Blocks of Effective teams and the characteristics of the Stages of Team Development. Action-research methods and a case study were selected for the study. The case study was to design an enrichment program that would specifically meet the needs of the school's gifted and talented students and would ultimately benefit all students. The data gathering methods were semi-structured interview, observations and questionnaire. The primary outcome of the thesis is a critical examination of the teambuilding process. Secondly, the examination supplements the literature as it reshapes existing knowledge by synthesising the stages of team development and the Building Blocks of effective teams. Thirdly, the thesis has the potential to empower others in similar situations as it outlines the theory on effective teams, presents a process that transformed a group of teachers into an effective team, and provides a detailed account of the reactions, observations and reflections of team members involved in the study. Finally, readers have the opportunity to reflect on their own experiences and they may be able to derive new understandings and insights into creating and working with teams. A variety of implications arise from the study. Firstly, readers are cautioned that the thesis is based on a single case study and the results are not generalisable. Secondly, the study has implications for teachers (both as individuals and team members) school leaders, and pre-service teachers education institutions. Schools are being promoted as learning organisations and one of the keys to a successful learning organisation is the ability of its members to work in teams. Often great teams rarely start off as great. Usually, they start as a group of individuals. It takes time to develop the knowledge of working as a whole. The chances of transforming a group of individuals into an effective team are enhanced when group members understand the Stages of Team Development and the Building Blocks of Effective Teams. School leaders are charged with the responsibility of articulating the vision. Visions, which tap into an organisations deeper sense of purpose, have the power to engender commitment. To be genuinely shared, such visions must emerge from many people working in teams and reflecting on the organisation's purpose. School leaders should nurture and develop teamwork and teambuilding in their quest for superior organisational performance. Pre-service teachers education institutions have an obligation to prepare student teachers for the team environment in which they will work on completion of their studies. First year teachers, as for all teachers, are expected to be effective members of curricular, cocurricular and, review and development self-directed work teams. Finally, the study has implications for future research. The study points to further research related to teambuilding. It would be valuable to explore further the relationship between the Stage of Team development and the Buildings of effective Teams as these two aspects of effective teams appear to be inextricably linked. Secondly, the effectiveness of decision-making appears to vary in each stage of team development. Research could validate this observation and identify strategies for improvement. Finally, the ability to share a vision is crucial to building commitment. This aspect of teambuilding is worthy of further research as it may identify various strategies that can be used by leaders.

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Yu, Chien-Feng. « An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness ». Texas A&M University, 2005. http://hdl.handle.net/1969.1/3222.

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Based on a proposed input-process-output model of team goal, leader goal orientation, team cohesion, and team effectiveness, this study examined the influences of the leader trait goal orientation on the relationships between team goals and team cohesion. Results from 73 five-person teams working on an interdependent command and control simulation game indicated that team learning goal positively relates to team viability. Social cohesion mediates the effects of a team learning goal on team viability. In addition, the leaderÂs learning orientation moderates the effect of a team learning goal on team task cohesion. Results of supplementary analyses are also presented. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.

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Steinke, Julie A. « Team Conflict and Effectiveness in Competitive Environments ». Wright State University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=wright1310167811.

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Hassan, El-Kot Ghada Awed. « Team player styles, team design variables and team work effectiveness in Egypt ». Thesis, University of Plymouth, 2001. http://hdl.handle.net/10026.1/2370.

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The literature has revealed few studies of management in Arab countries in general and particularly in Egypt. Many Egyptian organisations implemented the team concept a number of years ago, however, there do not appear to be any studies investicitaýt inc",D team work effectiveness in Egypt. The literature review and the findings of a pilot study emphasised the need for empirical research in team work in Egypt. Team effectiveness models are examined in order to identify the factors that may enhance team effectiveness in Egypt. Team behavioural models are also examined to identify the importance of balanced team membership and its relationship with team effectiveness. These models are examined with the aim of developing a team work effectiveness model to be tested in a sample of Egyptian organisations, which hopefully will inform the development of effective teams in the Egyptian context. The literature review revealed some significant predictors of team effectiveness such as team player styles, team design variables and team beliefs, which would enhance team effectiveness. The literature findings were used to develop a model for team effectiveness in Egypt. This model includes team player styles, team design variables (team autonomy, team size, team heterogeneity, team leader behaviour, team managerial support, team vision and team psychological safety), team beliefs (team potency and team efficacy) and team effectiveness (team performance outcomes). The proposed model for team work effectiveness in Egypt is tested in two larcre successful Egyptian organisations that use teams working. Data were collected using a questionnaire in both organisations with interviews with managers carried out prior to the administration of the questionnaire in both companies. In addition translation procedures and pilot studies were carried out before running the main studies. Two levels of analysis, the individual and the group level, were used and a range of statistical procedures and techniques such as descriptive statistics, estimates of reliabilities, factor analysis, correlation, t-test and regression analys's were employed. The empirical findings from both companies suggested re%'Isions to the proposed models for team effectiveness in Egypt. Another supplementary study was carned out alonCgý with the main study in the larL- c two companies with alm Of investicratinLy and examining one potential antecedent vanable in the 0 It) proposed model for team work effectiveness in Egypt. This study ývasc oncerned with testinc:- Dr the psychometnc properties of the Parker Team Player Survey that was used in this thes's, and I IV also to investigate any relationships between team player styles and the InclIvIdual dIfference vanables in Egypt. The findings from the main studies provided support for some variables in the proposed model for team work effectiveness in Egypt. The findings revealed the significant effects of some of the design variables on team effectiveness in Egypt. The finding's do not provide sufficient evidence to confirm or refute the assumption that team player styles is necessary condition for team effectiveness, however, the findings revealed its role in its relationship with other variables in the model. An amended model for team work effectiveness is developed based on the literature and on the findings of the main studies to include team player styles, team design variables (team autonomy, team size, team structure and team reward), team beliefs and team effectiveness (subjective and objective measures). The amended model also includes some antecedents such as individual differences, ore-I'anisational culture and the Egyptian culture. The amended model is sugZg-): ested for further testingZID and considered as a basis for further research in team work in Egypt.

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Cantu, Cynthia J. Beyerlein Michael Martin. « Evaluating team effectiveness examination of the team assessment tool / ». [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-3990.

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Webster, Leonie. « Team effectiveness in professional cricket ». Thesis, Bangor University, 2018. https://research.bangor.ac.uk/portal/en/theses/team-effectiveness-in-professional-cricket(681ed88e-a71f-4c60-bfc7-84dc1abbee79).html.

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To produce superior team performances members must be able to work well together to exceed the sum of their parts. Despite an extensive body of research in healthcare, business, military, and aviation, there is limited understanding of what effective teams do in sport. In an attempt to address this gap in the literature the present doctoral thesis - commissioned by the England and Wales Cricket Board (ECB) - sought to uncover, measure, test, and improve the most important factors for team effectiveness in cricket. The thesis contains three empirical studies which address the following research questions: (i) what factors contribute to the effectiveness of cricket teams? (ii) How can team functioning and effectiveness be measured? (iii) Can factors of team functioning accurately predict effective cricket teams, and what is the relative importance of those factors? (iv) Can team functioning and effectiveness be improved in cricket teams? Chapter 1 of the thesis defines some of the key terms associated with the group-based literature, before critically reviewing the organisational and sport psychology literature on team effectiveness and group dynamics, highlighting limitations that need to be addressed. These include a lack of research attention on teamwork or team functioning in sport, the investigation of group-related variables in sport in isolation, an overreliance on deductive approaches to framework development, a lack of appropriate measures, and the exclusive focus upon the development of cohesion within team building interventions in sport. Chapter 2 is an abductive, qualitative investigation involving 21 cricket experts, which explores the factors most important for team effectiveness in cricket. Based on this elite samples' construal, we propose a parsimonious and novel conceptualisation of team effectiveness in cricket (Essential Team Ingredients model; ETI). Chapter 3 contains two studies concerned with the development and validation of the Inventory of Essential Team Ingredients (IETI), designed to measure each sub-component of the ETI model. The first study adopted a new paradigm of measurement design to validate a multi-construct, single-item based inventory. The second study examined the extent to which factors within the ETI model could accurately predict effective teams in a sample of 32 high performing male and female cricket teams. Through the application of novel pattern recognition analyses, results suggested that certain features could accurately predict an effective team in nearly 90% of instances. Chapter 4 presents an intervention study, whereby a team building intervention based on the IETI was designed, delivered and evaluated, providing an indication that team functioning can be improved over a short period, and preliminary evidence for the utility of the IETI. Finally, Chapter 5 concludes the thesis by discussing some of the theoretical, conceptual, and applied implications of the findings, as well as the strengths and weaknesses of the research and potential avenues of future research.

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Wright, Sharon L. « Examining the Impact of Collaboration Technology Training Support on Virtual Team Collaboration Effectiveness ». NSUWorks, 2013. http://nsuworks.nova.edu/gscis_etd/338.

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Businesses and governmental agencies are increasingly reliant on virtual teams composed of team members in different location. However, such virtual teams face all the interpersonal challenges inherent in working in a group, plus additional challenges that are a consequence from communicating through electronic methods. Numerous technological tools are available to facilitate electronic communication, and some organizations provide Collaborative Technology Skills Training (CTST) to virtual team members to help them select and use these tools. In this study, the researcher investigated whether CTST improves virtual team effectiveness by quantifying relationships between CTST and five components of team effectiveness: knowledge sharing, trust, cohesion, performance, and satisfaction. The researcher designed a survey based on an extensive literature review to allow respondents to quantify and describe their virtual team experiences, including information on any CTST they received and their perceptions of the five components of team effectiveness. Prior to the main research study, a panel of experts used the Delphi method to evaluate the survey, commenting on structure, content, and applicability to the research questions. The researcher then evaluated the temporal reliability and internal reliability of the survey. For the research study, the researcher invited over 1000 members of virtual teams to complete the online, self-report survey. Data were analyzed using MANOVA to investigate and confirm that CTST significantly affected components of team effectiveness. Results of this study can be used to improve CTST, thereby increasing the effectiveness of virtual teams.

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Garner, Charles Larry. « Team building and organizational effectiveness / ». Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.

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Root, Dawn G. (Dawn Gaignat). « Relationship of Team Design and Maintenance on Performance and Satisfaction for Self-Directed Work Teams ». Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277802/.

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Five models for designing work teams from the Work Group Design Measure (Campion & Medsker, 1992b) and the models7 relationships to effectiveness criteria were compared using 30 self-directed work teams (SDWTs) in a manufacturing/production setting of a large defense contractor. The models which are from social psychology, socio-technical systems theory, industrial engineering, and organizational psychology include Job Design, Composition, Context/Resources, Potency/Interdependence, and Process. The study also examined distinguishing demographics, team characteristics, and interpersonal processes within the teams that differentiate higher performing teams and/or teams with higher job satisfaction. Effectiveness criteria were performance and job satisfaction. Among the findings, four of the five team design models (i.e., excluding the Composition Model), and the team-oriented interpersonal group processes correlated with performance and SDWT member job satisfaction.

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Kim, Kahyun. « Developing Guidelines for Collaborative Spaces Supporting Interdisciplinary Engineering Design Teams ». Diss., Virginia Tech, 2013. http://hdl.handle.net/10919/19361.

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Communication deficiencies within interdisciplinary teams are known to reduce the effectiveness of those teams by causing erroneous behaviors (Alvarez & Coiera, 2006; Reader, Flin, & Cuthbertson, 2007). Also, many design defects have been attributed to communication breakdowns across disciplines (Chen & Lin, 2004). As the number of interdisciplinary teams in industry grows in order to adapt to dynamic business environments of the twenty-first century, providing an appropriate environment to improve interdisciplinary team effectiveness is critical for many organizations. In spite of its importance, little is known about what kind of environments support interdisciplinary team interactions.
There were three objectives of this dissertation: 1) to investigate the influence of physical environment on the effectiveness of interdisciplinary engineering design teams, 2) to investigate the influence of interaction strategy design support on the effectiveness of interdisciplinary engineering design teams, 3) to construct behavioral indicators of successful interdisciplinary teamwork to design testing and design guidelines for interdisciplinary team collaboration spaces.
To achieve these goals, the study was conducted in two phases. In Phase 1, the researcher conducted a direct observation of industry teams operating in the novel design space, the Kiva, at a design-consulting firm based in Pittsburgh, PA. The observation data provided 1) a list of significant participant behaviors to be examined and 2) interaction strategy design support (ISDS) procedures to be used during phase 2. Phase 2 was a laboratory-based 2x2 experimental study with physical room condition (Kiva vs. conference room) and interaction strategy design support (present vs. absent) as independent variables. The dependent variables were categorized as team process and output that measured team effectiveness. Overall, a significant interaction effect between the physical conditions and interaction strategy design support was found from all dependent measurements except for product evaluation. A significant main effect of physical conditions and interaction strategy support were found to a lesser extent. Based on the findings, testing methodology guidelines and design guidelines were developed.
Ph. D.

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Choi, Daejeong. « Differentiated leader-member exchange and group effectiveness : a dual perspective ». Diss., University of Iowa, 2013. https://ir.uiowa.edu/etd/2457.

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Leader-member exchange (LMX) differentiation, the extent to which the leader forms different quality exchange relationships with group members, is the fundamental premise of LMX theory. The present study tests whether, why, and when LMX differentiation increases group outcomes. More specifically, I suggest a dual perspective model of LMX differentiation and group effectiveness, which includes both leaders' and members' perspectives on LMX differentiation. To explicate the effects of leader- and member-rated LMX differentiation on group effectiveness, I delineate two group processes (task and socio-emotional processes) to link LMX differentiation to two aspects of group effectiveness (group performance and group viability). I propose that leader-rated LMX differentiation increases group performance via task group processes (group role clarity and group coordination) whereas member-rated LMX differentiation decreases group viability via socio-emotional processes (relationship conflict and group potency). Furthermore, I propose moderators (distributed expertise, leader-leader exchange, leader prototypicality, and group power distance) suggesting when leader-rated LMX differentiation relates to task group processes more strongly and positively, and when member-rated LMX differentiation relates to socio-emotional group processes less strongly and negatively. Survey data, based on the US and South Korean employees working in 57 teams, were collected from three different sources (group leaders, members, and upper-level managers) at two points in time (with 3-month time lag). Results revealed three important findings: (a) leader-rated LMX differentiation is positively correlated with group role clarity, group coordination, and group potency and negatively correlated with relationship conflict, (b) group mean member LMX and group mean leader LMX were more robustly, positively related to most group process and effectiveness variables, and (c) leader prototypicality moderates the relationship between member-rated LMX differentiation and relationship conflict such that the negative relationship is significant only when members perceptions of leader prototypicality was high. The present study contributes to the LMX and team leadership literature by (a) providing a theoretical framework of a dual perspective to understand the LMX differentiation-group effectiveness relationship at the group level, (b) providing empirical evidence showing that leader-rated LMX differentiation is positively related to some group processes although these relationships were not significant when controlling for group mean LMX, (c) finding that the leaders' and members' perspectives on LMX differentiation are not highly correlated, and (d) emphasizing the role of leader prototypicality in understanding the effect of member-rated LMX differentiation at the group level. Based upon these findings, I suggest future research directions such as ways to improve measurement and operationalization of LMX differentiation, development of a theoretical model explaining the low level of LMX agreement between members and leaders, and examining LMX differentiation in broader contexts (e.g., HR systems or strategy and cultural contexts).

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Lazzara, Elizabeth. « Utilizing telemedicine in the ICU : Does it impact teamwork ? » Doctoral diss., University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5972.

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Adverse events and medical errors plague the healthcare system. Hospital acquired infections and teamwork are some of the biggest contributor to these adverse outcomes. In an effort to mitigate these problems, administrators and clinicians alike have developed mechanisms, such as telemedicine. However, little research has been conducted investigating the role of telemedicine on teamwork -- a fundamental component of quality patient care. The purpose of this study is to gain a better understanding of the impact of telemedicine on teamwork behaviors and subsequent teamwork attitudes and cognitions during a common medical task, rounds within the Trauma-Intensive Care Unit. To this end, rounds were conducted with and without telemedicine. During this 60 day period, 16 clinicians completed three surveys and 34 rounds were video recorded. The results of this study suggest that the relationships between teamwork attitudes, behaviors, cognitions, and outcomes are differential impacted under conditions with and without telemedicine. More specifically, telemedicine is associated with an increase in attendance and communication density. Meanwhile, it does not significantly impact teamwork attitudes or cognitions. The primary implications of these findings indicate that telemedicine is not the solution for improving all teamwork elements but yet it is not a complete detriment either.
Ph.D.
Doctorate
Psychology
Sciences
Psychology; Human Factors Psychology

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Flax, Stacey L. (Stacey Lynn). « Impact of Interpersonal Skills Training on the Effectiveness of Self-Managed Work Teams ». Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500516/.

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The purpose of this study was to determine whether the teams that received interpersonal training would function more effectively as a team than the teams that did not receive training. Individuals from a large division of a major defense contractor in the southern part of the United States served as subjects. Data were collected using the Team Effectiveness Profile designed to measure team effectiveness. This survey measures the overall score as well as five sub-scores. It was hypothesized that the teams that received training would function more effectively than the teams that did not receive training. The hypotheses were not supported. Results were explained, among other things, by the internal and external changes that hampered the transition towards self-managed work teams.

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Coetzee, Susanna Catherina. « Dispositional factors, experiences of team members and effectiveness in self-managing work teams / Susanna Catherina Coetzee ». Thesis, North-West University, 2003. http://hdl.handle.net/10394/261.

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Changes in South Africa's political and economic sphere demand the democratisation of the workplace, participation and empowerment of the work force. Flatter hierarchical structures, as a result of downsizing, enhance involvement but also demand that workers function in a more autonomous manner. The use of self-managing work teams has increased in response to these competitive challenges. Self-managing work teams are groups of employees who are fully responsible for a well-defined segment of finished work that delivers a product or a service to an internal or external customer. The functioning of self-managing work teams, in terms of the systems model, can be described as certain inputs that help the team to perform certain tasks and follow processes in order to achieve certain outputs. Inputs include the motivation, skills and personality factors of team members, while the tasks and processes refer to problem solving, conflict resolution, communication and decision making, planning, quality control, dividing of tasks, training and performance appraisal. These inputs and processes lead to outputs such as efficiency, productivity and quality of work life. To date empirical studies regarding self-managing work teams in South Africa focused on the readiness of organisations for implementing these teams. Little research has been done on characteristics of successful self-managed work group members. Findings regarding members of self-managing work teams elsewhere in the world couldn't uncritically be applied to South Africa, because of widely different circumstances. Research on dispositional factors such as sense of coherence, self-efficacy, locus of control and the big five personality dimensions could therefore help to identify predictors of effectiveness that can be validated in consecutive studies for selection purposes in a self-managing work team context in South Africa. The objective of the research was therefore to determine the relationship between dispositional characteristics of members of a self-managing work team and the effectiveness and quality of work life of these members. A cross-sectional survey design was used. The sample included members of self-managing work teams (N = 102) from a large chemical organisation and a financial institution in South Africa. The Orientation to Life Questionnaire, a Self-efficacy Scale, the Locus of Control Questionnaire and Personality Characteristics Inventory were used to measure the dispositional variables. Quality of work life (measured as consisting of satisfaction, commitment to the organisation and commitment to the team) and self-rated team member effectiveness were used as dependent variables. Descriptive statistics, Pearson and Spearman correlations, canonical correlations and structural equation modelling were used to analyse the data and investigate the relationships between the various dispositional characteristics quality of work life and effectiveness of the team members. The results showed practically significant positive relationships between sense of coherence, self-efficacy, autonomy, external locus of control and internal locus of control on the one hand, and quality of work life and effectiveness of the team members of self-managing work teams on the other hand. Of the big five personality dimensions only openness was associated with commitment to the team in terms of the quality of work life. Stability, extraversion and openness were associated with the self-rated effectiveness of the team members of self-managing work teams. The structural equation modelling showed that there is a positive path from the dispositional characteristics to the satisfaction, commitment and self-rated effectiveness of the team members. The dispositional characteristics will also enhance the members' experience of role clarity and mediate the effects of job-induced tension on the members' self-rated effectiveness. Satisfaction of the team members moderate the relationship between the dispositional characteristics and commitment, as well as mediate the effects of job-induced tension on the commitment of the team members. Organisations implementing self-managing work teams can benefit from developing and enhancing these dispositional characteristics in their selected team members and could also validate these dispositional characteristics in terms of selection criteria for self-managing work team members.
Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

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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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Townsley, Carole. « Virtual teams : The relationship between organizational support systems and effectiveness ». Thesis, University of North Texas, 2001. https://digital.library.unt.edu/ark:/67531/metadc2774/.

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This study investigates the effects of eight organizational support systems on virtual team effectiveness in five areas: communication, planning tasks and setting goals, solving problems and making decisions, resolving conflict, and responding to customer requirements. One hundred and eighty surveys were sent to information technology managers and collaborative team members, representing 43 companies. The results indicated that developing new roles for IT professionals and senior managers significantly increased virtual team effectiveness in several areas. The findings support the theory that organizations that utilize virtual teams must create high-level structures, policies, and systems to support the teams and the information tools they use.

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Clayton, William Bernard. « Measuring the perceptions of team effectiveness within the South African police service ». Thesis, Peninsula Technikon, 2002. http://hdl.handle.net/20.500.11838/966.

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Thesis (MTech (Business Administration))--Peninsula Technikon, 2002
Team effectiveness is imperative for the enhancement of service delivery in the South African Police Service. This research is based on the implementation ofteam effectiveness strategies and the impact it has on the service delivery of the South African Police Service. This is an action research project and the theory that is included, serves to underpin this approach. A crucial element ofthe research is the analysis of the driving forces that have a positive influence on team effectiveness and the restraining forces that have a negative impact on team effectiveness.The personnel who are responsible for visible policing in the SAPS in the Area West Metropole were the respondents in this study. The research attempts to show the real issues regarding team effectiveness and the vast benefits which could be achieved by implementing this intervention. A structured questionnaire was distributed to the different commanders different police stations in the Area, in order to distribute to the personnel that were responsible for visible policing, ranging from the civilian rank to the rank of Superintendent. The respondents gave the questionnaire after completion to the commanders and the researcher collected it afterwards from the commanders. The method of data collection was within a qualitative methodology. Conclusions were made which were put up for recommendations.

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Hale, Beth Ann. « Hospice Interdisciplinary Team Processes and Effectiveness ». Diss., The University of Arizona, 2007. http://hdl.handle.net/10150/195961.

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The purpose of this research was to test a causal model of interdisciplinary hospice processes and effectiveness. This research examined the impact of organization and team level structure constructs (organizational culture, team complexity, and team leadership) on hospice interdisciplinary team processes and subsequent influence on perceived team effectiveness. The relationships among perceived team effectiveness, team task satisfaction, and family satisfaction with hospice care were also examined.The sample consisted of 41 hospice interdisciplinary teams drawn from two hospice organizations in a southwestern city of the United States. Participants included 410 interdisciplinary team members and 32 hospice team leaders. Measures used in this research were adapted from instruments previously used in non-hospice settings. Data were collected through self-report surveys. Psychometric properties of all instruments were performed at the individual and group level. Psychometric properties of all but three scales (Hospice Organizational Culture: Group Culture, Hierarchical Culture, and Developmental Culture) exhibited reliability and evidence of validity as group measures.Four hypothesized relationships were supported, and six nonhypothesized relationships were significant in the model. All team processes except conflict management had positive direct effects on perceived team effectiveness. Perceived team effectiveness had a positive direct effect on team task satisfaction, and team task satisfaction was positively correlated with family satisfaction with hospice care in a limited sample. The proposed structural factors (hospice organizational culture, team complexity, and team leadership) did not impact hospice interdisciplinary team processes or team effectiveness. Approximately sixty-five percent of the variance in team effectiveness was explained by team hospice experience and team processes (leadership, communication, and coordination). Nearly fifty percent of variance in team task satisfaction was explained by the processes used for conflict management and perceived team effectiveness.Relationships identified in this research are viewed as preliminary. Future research should modify and re-examine model relationships with a larger sample drawn from diverse hospice organizations. In addition, structural variables influencing the hospice interdisciplinary team need to be re-examined for appropriateness and conceptual relevance. However, this study provided a foundation for understanding hospice interdisciplinary team processes and the influence of these processes on team and family satisfaction.

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Jacox, William. « What Are the Key Qualities and Skills of Effective Team Coaches ? » Antioch University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1456160896.

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Dunderdale, Johanna. « Factors that contribute to team effectiveness ». Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0021/MQ49172.pdf.

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Roberts, Alan. « Team role balance : investigating knowledge-building in a CSCL environment ». Thesis, Queensland University of Technology, 2007. https://eprints.qut.edu.au/16466/1/Alan_Roberts_Thesis.pdf.

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Computer Supported Collaborative Learning (CSCL) is one approach that seemingly maps neatly to the notion of equipping learners for emergent knowledge-age work practice currently exemplified by Computer Supported Cooperative Work (CSCW) or Virtual Teams. However, the difficulty of achieving peer interaction in Computer Supported Collaborative Learning (CSCL) environments has proved to be a recurrent problem. Seemingly collaborative settings have been interpreted too narrowly referring only to positive phenomenon. There has been a tendency to focus on technology rather than social scaffolds. Little is known about the influence of students' personalities on online collaborative interaction and knowledge-building activity. Within collaborative team based contexts individuals demonstrate preferences towards certain activities. Such preferences and combinations of preferences may affect team knowledge-building activity both in terms of quality and efficiency. This thesis reports on the findings from a study that investigated if knowledge-building activity can be enhanced in tertiary education CSCL environments through the use of teams balanced by Team Role Preference.

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Roberts, Alan. « Team role balance : investigating knowledge-building in a CSCL environment ». Queensland University of Technology, 2007. http://eprints.qut.edu.au/16466/.

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Computer Supported Collaborative Learning (CSCL) is one approach that seemingly maps neatly to the notion of equipping learners for emergent knowledge-age work practice currently exemplified by Computer Supported Cooperative Work (CSCW) or Virtual Teams. However, the difficulty of achieving peer interaction in Computer Supported Collaborative Learning (CSCL) environments has proved to be a recurrent problem. Seemingly collaborative settings have been interpreted too narrowly referring only to positive phenomenon. There has been a tendency to focus on technology rather than social scaffolds. Little is known about the influence of students' personalities on online collaborative interaction and knowledge-building activity. Within collaborative team based contexts individuals demonstrate preferences towards certain activities. Such preferences and combinations of preferences may affect team knowledge-building activity both in terms of quality and efficiency. This thesis reports on the findings from a study that investigated if knowledge-building activity can be enhanced in tertiary education CSCL environments through the use of teams balanced by Team Role Preference.

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Van, Wyk Calvin. « Virtual project teams : a case study of virtual project team effectiveness in a South African financial institution ». University of the Western Cape, 2016. http://hdl.handle.net/11394/5634.

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Magister Commercii - MCom
The South African financial services sector has experienced phenomenal growth over the past two decades, and financial institutions that were previously regional are now operating nationally. To enhance operations and meet customer expectations, financial institutions have turned to technology and virtual project teams. There is mounting evidence of the use of virtual project teams throughout the financial services sector; however, the effectiveness of virtual project teams in South Africa, and the support they receive, is yet to be determined. This case study aims to investigate the effectiveness of virtual project teams by focusing on the organisational systems and group dynamics of the virtual project teams at one of South Africa's leading financial institutions. The study involves a cross -sectional survey conducted by means of a Lickert-scale questionnaire distributed among all 23 project team members (10 in Cape Town and 13 in Johannesburg). The findings are predicted to indicate the support provided by this particular financial institution to the virtual project teams’ operations, while also identifying the organisational systems in place and measuring the effectiveness of the virtual project teams. The financial institution on which this case study is based gave consent for the case study to be conducted, on condition of anonymity.

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