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1
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.
Testo completoAbstract (sommario):
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.<br>Ph.D.<br>Department of Psychology<br>Sciences<br>Psychology PhD
2
Foo, Maw-Der 1965. "Team design and performance : a study of short-term enterpreneurial teams." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/50526.
Testo completoAbstract (sommario):
Thesis (Ph.D.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.<br>Includes bibliographical references (leaves 191-202).<br>In this dissertation, I study the factors that influence the performance of short-term teams engaged in an entrepreneurial activity. This is an important area to study because team-started businesses account for a disproportionately greater number of high-growth firms (Kamm, Shuman and Seeger, 1990). Unfortunately, there has been limited research on team started businesses. The entrepreneurial teams that I study are participants in the MIT $50K Business Plan Competition. This sample is chosen because business plan competitions are increasingly becoming the meeting place for new ideas, people interested in starting business ventures and others who are interested in participating in these ventures (e.g., patent attorneys, investors and venture capitalists). In addition, the sample overcomes some problems typical of many entrepreneurship studies including left censoring biases, population identification and low response rates. Chapter 1 is an overview of the thesis while chapter 2 describes the entrepreneurial activities at MIT. Chapter 3 describes the MIT $50K Business Plan Competition and elaborates the steps taken to collect information from competition participants. Since entrepreneurial team performance is influenced by factors both internal and external to the team, this thesis takes a comprehensive approach, presenting three papers that explore the effects of team composition, team design and external contacts on entrepreneurial team performance. Both external and team-member evaluations of entrepreneurial team performance are used. Both evaluations are important because positive external evaluations can increase the venture's chances of getting resources (e.g., Roberts, 1991a) while positive internal evaluations can increase the chance that members will be satisfied with their teams and continue in team involvement (e.g., Hackman, 1987). The first paper, described in chapter 4, explores the influence of team design, both team structure and member interaction, on short-term entrepreneurial team performance. The findings show that there are different drivers of performance. While task design predicts external evaluations of performance, the way in which members interact predicts member-rated performance. The second paper, described in chapter 5, explores the influence of team-member functional diversity on short-term entrepreneurial team performance, with team design as the mediating variable. This study shows the need to investigate the indirect effects of functional diversity on performance and to distinguish between external and team-member evaluations. The results show that functional diversity has negative indirect effect on member-rated performance but no effect on external-rated performance. The third paper, described in chapter 6, explores the influence of member contacts with people outside the team on short-term entrepreneurial team performance. The study shows that high-performing teams gather a range of information and are efficient in information gathering. The study shows that social capital concepts, such as strong and weak ties, can be integrated with the team literature. The concluding chapter proposes a model that combines the influence of internal and external factors on entrepreneurial team performance. The chapter also summarizes the findings and compares them to the new venture and team literatures. Finally, areas for future research are proposed.<br>by Maw-Der Foo.<br>Ph.D.
3
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/.
Testo completoAbstract (sommario):
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.
4
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.
Testo completoAbstract (sommario):
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.
5
Ericson, Stahre Charlie, and Daniel Yousefi. "Entreprenöriella team : Varför startas företag i team?" Thesis, Södertörn University College, School of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-1488.
Testo completoAbstract (sommario):
<p>Contemporary society focuses heavily on the individual and this is also characterized by an individual thinking that many people contribute to. This is furthermore shared in the field of entrepreneur research studies where a profound deal of time has been focused on the personal qualities of specific entrepreneurs. However, in modern settings today many corporations originate in a team-based structure, which therefore leads towards a different approach rather than examining exclusively on individuality. Previous research shows that entrepreneurial teams are establishing and growing at a steady pace, yet studies within this field has not developed in an extensive fashion. Entrepreneurial teams can be defined as a group of people who share a common goal, usually consisting of two or more individuals who commenced a foundation from the early stages of that specific firm and who originated an initial idea. This therefore generates an interest to further investigate entrepreneur studies. The development of the individuality of entrepreneurship has been revised previously. Nevertheless, analyzing the underlying factors to why individuals tend to establish teams of entrepreneurship is a reoccurring topic to this day.</p><p>The main purpose of this study is to map out these underlying factors and investigate the fundamental preferences of the individuals who prefer to create team-based entrepreneurships.</p><p>This study is of a deductive layout and has been carried out in a qualitative method. Eight separate interviews were carried out with the originators of respective business corporations, and underlying factors have been mapped out with the help of theories within the field of entrepreneurship.</p><p>Subsequent to the gathering of primary empirical data and with the support of important theory studies, certain conclusions can be made. The underlying motives behind the formation of entrepreneurial teams can be characterized by earlier experiences, friendship, and the addition of members who acts as supplements to the team. But also a sense of affinity within the group, the spread of risk-taking, and furthermore an addition of enjoyment to the group are all important factors when investigating team entrepreneurship.</p><br><p>I dagens samhälle fokuseras det mycket på individen och många präglas utav ett individualistiskt tänkande. Detta kan även ses inom entreprenörskapsforskning där det en längre tid fokuserats på entreprenörens personliga egenskaper. När det i dagsläget är vanligare än man tror att starta företag i team, bör inte endast de personliga egenskaperna undersökas. Tidigare studier visar på att entreprenöriella team etableras och växer i snabbare takt, dock är forskningen om entreprenöriella team inte så utvecklad och omfattande. Definitionen av ett entreprenöriellt team, är att det består av en grupp personer som har ett gemensamt mål. Denna grupp består av två eller fler personer, som samtliga har varit med från idéstadiet av företaget. Det är därför av intresse att bygga vidare på den befintliga forskningen. Att utveckla entreprenörens personliga egenskaper är redan utforskat, men att kartlägga de bakomliggande faktorerna till varför individer tenderar att bilda entreprenöriella team är idag ett aktuellt ämne.</p><p>Syftet med undersökningen blir därav att kartlägga de bakomliggande faktorer individer har, som gör att de startar företag i team.</p><p>Undersökningen har en deduktiv ansats, som har genomförts med en kvalitativ metod i form av åtta intervjuer med grundare från respektive företag. Med hjälp av teorier inom ämnet har bakomliggande faktorer kartlagts.</p><p>Efter att empirisk data samlats in och analyserats med hjälp av teorierna har följande slutsatser härletts. De bakomliggande faktorerna till entreprenöriella team är att de haft tidigare erfarenheter som påverkat, att de är vänner, att addition av ny medlem medför en resurs som kompletterar teamet, att det skapar samhörighet, att riskerna sprids, att det blir roligare, att kapital saknas och att det hela kan bero på tillfälligheter som gör att man formerar ett team.</p>
6
Dalrymple, Kathryn M. "The assembly of product design teams: Do team assembly mechanisms shape team conflict and viability?" Thesis, Georgia Institute of Technology, 2015. http://hdl.handle.net/1853/53609.
Testo completoAbstract (sommario):
The decisions behind choosing teammates for an interdisciplinary team are significant. Team assembly – the reasons behind individuals’ decisions about whom to work with in teams – likely play a key role in shaping crucial team processes, such as conflict and viability. This thesis advances a two dimensional taxonomy of team assembly where member decisions of who to team up with can be: (1) driven by team maintenance or task performance concerns (i.e., team versus task), and (2) based on individual characteristics or dyadic relationships (i.e., compositional versus relational). The effect of these four assembly mechanisms on resulting conflict and viability perceptions were tested in a sample of thirty-nine design teams enrolled in a master’s level human-computer interaction course (over three years). Within each of three cohorts, individuals self-assembled into project teams to develop a product that would better lives in some way. Relational team assembly was measured at week 1, compositional team assembly was measured at week 2, team conflict at week 5, 10 & 14, and team viability at week 14 using surveys. Hypotheses were tested using exponential random graph models to predict conflict tie formation based on dyadic assembly rules, and regression to test if relational team assembly mechanisms predict team viability. Results indicate that taskwork assembly mechanisms predict team conflict, but teamwork assembly mechanisms do not. Relational teamwork and taskwork assembly mechanisms do not predict team viability. Future directions of research in team conflict, team assembly, and team networks are discussed based on the current findings. This thesis contributes to science by providing an interdisciplinary model of team assembly mechanisms, and evaluates the model in explaining team conflict and viability.
7
Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.
Testo completoAbstract (sommario):
The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.
8
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.
Testo completoAbstract (sommario):
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.<br>Thesis (PhD)--University of Pretoria, 2019.<br>Humanities Education<br>PhD<br>Unrestricted
9
Oden, Kevin Boyd. "Distributed team training effective team feedback /." Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002483.
Testo completo
10
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/.
Testo completoAbstract (sommario):
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.
11
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.
Testo completoAbstract (sommario):
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.
12
Uhl, Elizabeth. ""Work Hard and Be Kind”: How a Sports Team’s Shared Values Promote Social Movement Engagement." Thesis, Boston College, 2021. http://hdl.handle.net/2345/bc-ir:109149.
Testo completoAbstract (sommario):
Thesis advisor: Lyndon Garrett<br>Coinciding with the upsurgence of the Black Lives Matter Movement in the Summer of 2020, collegiate and professional sports teams have exhibited increased involvement in social issues. Existing research primarily analyzes the platform and visibility that athletes have to promote social agendas, but there is a gap in knowledge regarding how a sports team forms a collective identity around a social movement. This study seeks to fill this gap in research by utilizing qualitative surveying and interviewing to examine how Boston College athletes engage in the Black Lives Matter Movement. Processes of grounded theory and inductive analysis are used to understand how the Boston College Women’s Rowing Team values contribute to the team’s shared mental model to fulfill the conditions of social movement emergence and further promote team value adoption and team success. Evaluation of student-athletes across different Boston College teams through this study also offers insights to the controversy over sports teams engaging in social issues<br>Thesis (BA) — Boston College, 2021<br>Submitted to: Boston College. College of Arts and Sciences<br>Discipline: Departmental Honors<br>Discipline: Sociology
13
Gidlund, Maja. "Measuring feature team characteristics of software development teams." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-192371.
Testo completoAbstract (sommario):
This report evaluates the team-structure of three software maintenance teams in order to decide their level of featureness (a term that defines to what extent a team has the quality (the set of characteristics) of being a feature team). Simulations of changes that are expressed as beneficial in an agile environment and that could increase the teams‘ level of featureness within the team structure are performed. The results show that each team‘s level of featureness is affected differently by each change. Partly, this underlines the importance of understanding the current team-structure before implementing changes that aim to increase the level of featureness. And secondly, within the scope of the study, the change where a user expert is declared a team member is concluded as the change that increases the teams‘ level of featureness the most. Based on the results the report also concludes that it is essential to implement changes that affect different, which in combination can increase the level of featureness.
14
Männistö, J. (Johanna), and N. (Nina) Väisänen. "Leading a team through challenges:resilience in virtual teams." Master's thesis, University of Oulu, 2018. http://jultika.oulu.fi/Record/nbnfioulu-201811303168.
Testo completoAbstract (sommario):
Abstract. As the use of virtual teams in organizations is expected to only grow in the future, along with the continuous challenges in today’s hectic and competitive business environment, the team’s ability to withstand and overcome tough situations, in other words team resilience, becomes a crucial part of every team’s success. This study was carried out as a qualitative case study and it aims to explore how different parts of resilience appear in the context of virtual teams from the leader’s perspective, as well as the actions that occur by the virtual team leader in situations that require team resilience.
The participants of this study were nine virtual team leaders who use communication technology to coordinate teamwork and to collaborate with team members in a team where some or all of members work remotely and cannot collaborate in real-time or face-to-face all the time. The data was collected with web-based online questionnaire and the data analysis was made by using a qualitative theory-oriented content analysis.
The results of this study identified the parts of resilience that occur in virtual teams. Especially diversity and nonverbal communication had a lot of variation within teams of this study, but every team compensates the lack of nonverbal communication with other communication methods. Besides communication, trust and flexibility seem to be resilience-enhancing factors for almost every team.
The resilient practices were investigated in relation to Alliger’s theory, and this study shows how communication is the most used tool in building virtual team resilience, and the usage of it succeed mostly in minimizing (before adversity) and mending (after adversity) phases. In ongoing adversity, communication reduces and causes stress for virtual teams. Besides communication, virtual teams use positive adaption and shared understanding to handle adversities, whereas cohesion and problem solving strategies were the least mentioned dimensions.
These results create an in-depth knowledge about a relatively new and unexplored topic. Instead of generalizing the findings, the aim is to objectively explore a smaller amount of virtual team leaders who gave insights about how virtual team resilience appears in their teams. By identifying the main enhancing factors related to virtual team resilience, the leader can improve these features and lead their team to success. The results are applicable for organization’s management who use communication technologies to collaborate with team members and who seek to enhance virtual team resilience, as well as for organizations aiming to develop interaction and leadership models or educators working with e-learning.
15
Leiva, Neuenschwander Pedro Ignacio. "The influence of team mental models and team planning on team performance." [College Station, Tex. : Texas A&M University, 2006. http://hdl.handle.net/1969.1/ETD-TAMU-1853.
Testo completo
16
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.
Testo completoAbstract (sommario):
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.
17
Emanuelsson, Anton, and Kristofer Hedlund. "Virtuellt Projektledarskap : Att motivera och sätta samman team i en förändelig värld." Thesis, Karlstads universitet, Handelshögskolan, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-42992.
Testo completoAbstract (sommario):
Genom teknikens framfart senaste decennierna har företag fått anpassa sina verksamheter och skapa nya arbetssätt. Att arbeta virtuellt är ett växande fenomen där du idag kan sitta på olika geografiska platser och ändå ingå i samma arbetsgrupp eller projektteam och arbeta tillsammans genom digitala lösningar. Denna uppsats syftar till att skapa förståelse för hur projektledare i virtuella team arbetar för att sätta samman och motivera team. Utifrån syftet har det tagits fram två stycken frågeställningar, varpå dessa är följande; Hur arbetar projektledare för att stärka motivationen i virtuella team? Vilka fördelar ser projektledare med att sätta samman team virtuellt kontra traditionellt? I kapitlet ”Teoretisk referensram” redogörs för tidigare forskning och teorier. Bland annat kommer generell forskning för virtuella team att beskrivas, samt teorier om komponerande av virtuella team och hur ledare i virtuella team, på framgångsrika sätt, motiverar anställda. Studien utgår från en kvalitativ ansats, där sju (7) stycken intervjuer utförts med personer, som har eller har haft, ledande befattning i distribuerade arbetsgrupper. Resultatet av dessa intervjuer återges övergripande och med tillhörande citat i kapitlet ”Resultat och analys”. I det kapitlet återges även den empiri som framkommit och jämförs med den teoretiska referensramen. I kapitlet ”Slutsatser” besvaras frågeställningarna och slutsatser dras utifrån dessa. En stor fördel som har visat sig med att komponera virtuella team är den kompetensförsörjning som finns när det går att anställa personer från hela landet och ibland hela världen. Studien har även visat att det finns flera olika sätt att motivera sina anställda, där framförallt fysiska träffar någon gång under projektens gång visat sig vara av vikt. Slutligen sker en diskussion kring de resultat och slutsatser dragits samt ges förslag till framtida forskning.<br>Through the technological progress of the recent decades, companies have had to adjust their operations and create new work methods. Working virtually is a growing phenomenon and today you can sit in different places and still work in the same project through digital solutions. This paper aims to create an understanding of how project managers in virtual teams work to assemble and motivate teams. Based on the purpose, we have developed two question formulations. These are the following: ”How do project managers work to strengthen motivation in virtual teams?” And “What advantages do project managers see in putting together virtual teams versus traditional ones?”In the chapter “Theoretical Framework” we will go through previous research and theories. Among other things, general research on virtual teams and theories about the composing of virtual teams will be descried as well as research about motivation in virtual teams. The study is based on a qualitative approach, where seven interviews with people who currently have, or have had, leading positions in virtual teams have been carried out The results of these interviews are reproduced with accompanying quotes in the chapter “Results and Analysis”. In this chapter we will also present the empirical data compared with the theoretical framework. The chapter “Conclusions” will answer the question formulations and conclusions drawn from them. A big advantage with composing virtual teams is the supply of competence available when employing people all over the country and sometimes all over the world. The study has also shown that there are several different ways to motivate employees. Finally, there is a discussion of the results and conclusions. Also, suggestions of future research will be given.
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Jörgensen, Niklas, and Sammy Meléus. "Not Just Another Team Member : How management is affected when the customer is a member of the global virtual team." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255758.
Testo completoAbstract (sommario):
Purpose - The aim of the paper is to understand how management is affected by having the customer as a member of the global virtual team within agile work methods. Research Method - This research is based on a qualitative methodological choice, and an embedded single case study conducted through a cross-sectional time horizon. The research is based on primary and secondary data. The primary data has been collected from management, employees, and customer, through semi- and in depth interviews, and observations in Sri Lanka. Secondary data is conceptualized from literature in the Global Virtual Team research field. Results - A customer is seen as a colleague and a critical team member, where the developers and management work closely with the customer. However, the customer is not fully seen as a traditional colleague. The customer’s influence outweighs the influence of the supplier, resulting in a dynamic shift of influence towards the customer. Not allowing the dynamic shift, i.e. not increasing attention towards the customer significantly, could result in a loss of business. Furthermore, the background of the customer affects the manager’s role as a Bridge Maker. How efficient the collaboration turns out within the team is dependent on the customer background, and how well the management allocates time and efforts accordingly. Research limitations - Due to time and resource limits, and the depth scope of the study, only one case firm and one customer laid the basis of this paper. Further investigation of how management is affected by having the customer as a member of the global virtual team could be the direction of future studies. Practical implications - The findings allow management to allocate their time and resources more effectively cross projects and increase the understanding of how the firm is affected by having the customer as a member of the team in the global virtual team setting. As a result, it will potentially increase the overall success of the company. Originality/value - This study supplies the contribution to existing management literature as it includes an external stakeholder, the customer, in the global virtual team, which is a growing phenomenon that has not been captured by current literature. Keywords - Global teams, Virtual teams, Multicultural teams, Customer as a team member, Bridge Maker, Team leadership, Biculturalism, Agile work process Paper type – Master thesis
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Payton, Gaea Megan. "Team Coordination as a Mediator of Stress Appraisals and Team Performance." Wright State University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=wright1271197412.
Testo completo
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Hoch, Julia E., and Jürgen Wegge. "Shared leadership in virtual teams: the impact of Cognitive, affective and behavioural team leadership on team performance." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-141229.
Testo completoAbstract (sommario):
The present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations.
21
Hoch, Julia E., and Jürgen Wegge. "Shared leadership in virtual teams: the impact of Cognitive, affective and behavioural team leadership on team performance." Technische Universität Dresden, 2008. https://tud.qucosa.de/id/qucosa%3A27942.
Testo completoAbstract (sommario):
The present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations.
22
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/.
Testo completoAbstract (sommario):
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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Widmann, Andreas [Verfasser], and Regina H. [Akademischer Betreuer] Mulder. "Team learning toward enhancing innovative work behaviour in vocational educator teams - The relationship between team learning conditions, team learning behaviours and team learning products over time / Andreas Widmann ; Betreuer: Regina H. Mulder." Regensburg : Universitätsbibliothek Regensburg, 2019. http://d-nb.info/1201160685/34.
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Abdullah, Maznah. "The impact of team design on team innovations for organisational performance: the case of parallel teams in Malaysia." Thesis, Curtin University, 2014. http://hdl.handle.net/20.500.11937/2543.
Testo completoAbstract (sommario):
Organisational theories emphasised that team design factors do not influence team innovation directly. Therefore, with parallel-team as a research context, this research investigated how the team design influences team innovation through innovation-climates and reflexivity. The contributions of innovations by the parallel-teams to operational and organisational performances were also examined. The findings of this research are practically useful to the managers and leaders in formulating a design of their parallel-teams for a higher innovation level.
25
shuyuan, yang, and shi yini. "How team cohesion develops in Chinese entrepreneurial teams : A qualitative research in six Chinese entrepreneurial teams." Thesis, Internationella Handelshögskolan, Jönköping University, IHH, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48593.
Testo completoAbstract (sommario):
In this study, we explore what can affect the development of team cohesion in the entrepreneurial team. We show the relationship between team members' cohesion and team performance over five main categories: (Ⅰ) Prior Condition, (Ⅱ) Conflict, (Ⅲ) Strategy, (Ⅳ) Task Interaction in the team, (Ⅴ) Social interaction in the team. Based on the research method of comparative cases, we selected six Chinese entrepreneurial teams as research objects. We show how individual behaviour affects the development of team cohesion in the entrepreneurial team at the individual level and team level. More specifically, we consider that entrepreneurial team cohesion changes are more complicated than traditional teams. The team cohesion of the entrepreneurial team has certain randomness because there is no guidance from the leader. The influence of personal factors on team cohesion will be more intense. When the entrepreneurial team improves team cohesion, team members need to participate more.
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Birchmeier, Zachary. "Exploring the conditional benefits of team diversity the interaction of task requirements and team composition on tacit coordination efficiency /." Oxford, Ohio : Miami University, 2004. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1091631663.
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27
Wood, Chris S. "Professional Learning Committee Team Functionality and Team Trust." BYU ScholarsArchive, 2015. https://scholarsarchive.byu.edu/etd/6087.
Testo completoAbstract (sommario):
In response to increasing demands placed on public education, professional learning communities (PLC) have emerged as a means of providing teachers with opportunities to collaborate together. Collaboration has been shown to improve teaching practices and lead to better student outcomes. Many collaborative teams, however, struggle to reach their collaborative potential. Trust has been shown to be an important factor contributing to the success of collaborative efforts. Few studies exist that empirically assess the relationship between team functionality and team trust. This study examines the relationship between these two constructs. A measurement tool was developed by the author to measure PLC team functionality based on five domains of functionality. Team trust was measured by a preexisting tool developed by Costa & Anderson (2010) based on four dimensions of trust. Multiple regression analyses were performed to assess the strength of the relationship between PLC team functionality and team trust. Control factors such as team stability, years of teaching, and principal support were included in the analysis. Findings showed a positive, significant relationship between the five domains of PLC team functionality and the four dimensions of team trust. While individual relationships between domains of functionality and dimensions of trust varied, between 46%-60% of variability in team functionality was explained by team trust. This study demonstrates the importance of trust in collaborative efforts of PLC teams as well as highlights a more complex relationship between the two constructs than previously understood in the literature.
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DeChurch, Leslie A. "Teams leading teams: examining the role of leadership in multi-team systems." FIU Digital Commons, 2002. http://digitalcommons.fiu.edu/etd/2759.
Testo completoAbstract (sommario):
A major challenge of modern teams lies in the coordination of the efforts not just of individuals within a team, but also of teams whose efforts are ultimately entwined with those of other teams. Despite this fact, much of the research on work teams fails to consider the external dependencies that exist in organizational teams and instead focuses on internal or within team processes. Multi-Team Systems Theory is used as a theoretical framework for understanding teams-of-teams organizational forms (Multi-Team Systems; MTS's); and leadership teams are proposed as one remedy that enable MTS members to dedicate needed resources to intra-team activities while ensuring effective synchronization of between-team activities. Two functions of leader teams were identified: strategy development and coordination facilitation; and a model was developed delineating the effects of the two leader roles on multi-team cognitions, processes, and performance.
Three hundred eighty four undergraduate psychology and business students participated in a laboratory simulation that modeled an MTS; each MTS was comprised ofthree, two-member teams each performing distinct but interdependent components of an F-22 battle simulation task. Two roles of leader teams supported in the literature were manipulated through training in a 2 (strategy training vs. control) x 2 (coordination training vs. control) design. Multivariate analysis of variance (MANO VA) and mediated regression analysis were used to test the study's hypotheses.
Results indicate that both training manipulations produced differences in the effectiveness of the intended form of leader behavior. The enhanced leader strategy training resulted in more accurate (but not more similar) MTS mental models, better inter-team coordination, and higher levels of multi-team (but not component team) performance. Moreover, mental model accuracy fully mediated the relationship between leader strategy and inter-teani coordination; and inter-team coordination fully mediated the effect of leader strategy on multi-team performance. Leader coordination training led to better inter-team coordination, but not to higher levels of either team or multi-team performance. Mediated Input-Process-Output (I-P-O) relationships were not supported with leader coordination; rather, leader coordination facilitation and inter-team coordination uniquely contributed to component team and multi-team level performance. The implications of these findings and future research directions are also discussed.
29
Fay, Doris, and Yves R. F. Guillaume. "Team diversity." Universität Potsdam, 2007. http://opus.kobv.de/ubp/volltexte/2008/1829/.
Testo completoAbstract (sommario):
Team diversity refers to the differences between team members on any attribute that may lead each single member of the group to perceive any other member of the group as being different from the self of this particular member. These attributes and perceptions refer to all dimensions people can differ on, such as age, gender, ethnicity, religious and functional background, personality, skills, abilities, beliefs, and attitudes.
30
Schmid, Simone Rita. "Erfolgsfaktor Team!?" Doctoral thesis, Universitätsbibliothek Chemnitz, 2016. http://nbn-resolving.de/urn:nbn:de:bsz:ch1-qucosa-207566.
Testo completoAbstract (sommario):
Die übergeordnete Zielstellung der vorliegenden Arbeit ist es, Bedingungsfaktoren erfolgreicher Teamarbeit anhand von Forschungsarbeiten aus unterschiedlichen Fachrichtungen herauszuarbeiten und diese anhand eigener Studien zu sogenannten Actionteams empirisch zu überprüfen. Hierfür wird auf Grundlage einer umfangreichen Literaturanalyse ein Rahmenforschungsmodell zur Teamarbeit synthetisiert sowie ein Verhaltensmarker Ansatz zur Erfassung und Bewertung von Team(arbeits)prozessen in kritischen Situationen entwickelt und erprobt. Demzufolge ist die Arbeit in zwei Teile aufgebaut: Im ersten Schritt wird theoriegeleitet ein Forschungsmodell zur Teamarbeit abgeleitet und durch sekundäranalytische Auswertungen von elitären Actionteams überprüft. Darauf aufbauend, wird ein Verhaltensmarker-Ansatz zur Messung und Bewertung von potentiell trainierbaren Team(arbeits)prozessen konzipiert und an Rettungsdienstteams in einer high-fidelity-Simulation experimentell evaluiert.
Der Fokus im ersten Teil der Arbeit liegt auf der theoriegeleiteten Entwicklung des Forschungsmodells, welches Teamarbeit in folgende analytisch unterscheidbare Dimensionen differenziert: emergent states (shared mental models, mutual trust und group potency) und Teamprozesse (team orientation, team leadership, mutual performance monitoring, backup behavior, adaptability und closed loop communication). Dieses Forschungsmodell wurde mit einer Sekundäranalyse von Fragebogen- und Interviewdaten zu einer Stichprobe von elitären Actionteammitgliedern geprüft und empirisch bestätigt. Die quantitative Analyse von Fragebogendaten zeigt bei den elitären Actionteammitgliedern (n = 132) positive signifikante Zusammenhänge zwischen den emergent states und Teamprozessen. Im direkten Abgleich mit nichtelitären Actionteammitgliedern (n = 133) zeigten sich bei den elitären Actionteammitgliedern durchweg höhere Ausprägungen in den Teamarbeitsdimensionen (erste Forschungsfrage). Des Weiteren wurde untersucht, ob eine Beziehung zwischen Teamarbeitsdimensionen und verschiedenen Teamtypen (contending teams, critical teams und performing teams) besteht. Die inhaltsanalytische Auswertung von qualitativen Interviewdaten elitärer Actionteammitglieder (n = 51) wie auch statistische Analysen standardisierter Fragebogendaten elitärer Actionteammitglieder (n = 132) legen eine Beziehung nahe. Die Ergebnisse belegen, dass sich die beiden Teamtypen contending teams und performing teams am stärksten in den Teamarbeitsdimensionen team leadership und adaptability unterscheiden (zweite Forschungsfrage).
Das Hauptanliegen des zweiten Teils der Arbeit besteht darin, zu testen, ob die im ersten Arbeitsteil als erfolgskritisch identifizierten Team(arbeits)prozesse, nach einer Schulungs- und Trainingsintervention mit einer erhöhten Leistungsfähigkeit einhergehen. Dazu wird aus den Erkenntnissen des ersten Teils und unter Rückgriff auf aktuelle Forschungsergebnisse ein Verhaltensmarker-Ansatz entwickelt. Zur Überprüfung, ob und wie durch eine Verbesserung der Team(arbeits)prozesse die Leistungsfähigkeit von Actionteams gesteigert werden kann, wurde eine quasi-experimentelle Simulations-Studie mit einem Experimental- und Kontrollgruppen-Design durchgeführt. Um mit dem entwickelten prozessanalytischen Messinstrument die Team(arbeits)prozesse praktizierender Rettungsdienstmitglieder in kritischen Situationen zu erfassen, wurde eine Simulation als Zwischenform einer Labor- und Felduntersuchung gewählt. Insgesamt nahmen 96 Teilnehmer an der Studie teil, die in zwei Gruppen aufgeteilt wurden. Der Teilnehmerkreis eins (T1; n = 47) erhielt vor der Simulation eine Schulungs- und Trainingsmaßnahme und der Teilnehmerkreis zwei (T2; n = 49) erhielt diese nachher. Anschließend wurde eine Teilstichprobe mit jeweils 10 Personen aus dem Teilnehmerkreis eins (T1) als Experimentalgruppenteilnehmer (n = 10) und aus dem Teilnehmerkreis zwei (T2) als Kontrollgruppenteilnehmer (n =10) zufällig ausgewählt. Die Experimental- und Kontrollgruppenteammitglieder absolvierten in einer high-fidelity-Simulation ein komplexes und mit kritischen Situationen konzipiertes Fallbeispiel. Die Bewertung der Team(arbeits)prozesse und des Teamerfolges erfolgte durch eine offene, passiv teilnehmende Beobachtung und wurde mittels Beobachtungsbogen von sechs Experten während der Simulation protokolliert. Des Weiteren wurde das Verhalten der Teammitglieder anhand aufgezeichneter Videodateien mit einer Videointeraktionsanalyse bewertet. Die Ratingübereinstimmung zwischen den Beobachtungsdaten der teilnehmenden Forscher vor Ort mit den Videoauswertungen der unabhängigen Experten im Nachgang lassen erkennen, dass das entwickelte prozessanalytische Verfahren zur Messung und Bewertung von Team(arbeits)prozessen geeignet ist, reliabel und objektiv die Leistungsfähigkeit von Rettungsdienstteams in kritischen Situationen zu erfassen. Die Befunde zeigen, dass die als erfolgskritisch und potentiell trainierbar identifizierten Team(arbeits)prozesse durch eine Schulungs- und Trainingsmaßnahme gesteigert werden konnten. Hierbei verdeutlichen die Ergebnisse des Experimental- und Kontrollgruppenvergleichs, dass insbesondere die Reflexions-, Teamführungs- und Koordinationsprozesse verbessert werden konnten. Auch lag der Teamerfolg, gemessen an der Anzahl richtig gewählter und ausgeführter Maßnahmen, die in einem zeitlich vorgegebenen Rahmen durchgeführt wurden, bei den Experimentalgruppen etwas höher als bei den Kontrollgruppen.
Zusammenfassend liegen mit dieser Arbeit erste empirische Befunde eines quasi-experimentellen und multi-methodischen Forschungs- bzw. Evaluationsdesigns vor, die aufzeigen, welche erfolgskritischen Team(arbeits)prozesse die Leistungsfähigkeit von Actionteams in kritischen Situationen steigern können.
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Курочкіна, Вікторія Семенівна, Виктория Семеновна Курочкина, Viktoriia Semenivna Kurochkina, Оксана Робертівна Гладченко, Оксана Робертовна Гладченко, and Oksana Robertivna Hladchenko. "Team teaching." Thesis, Sumy State University, 2019. https://essuir.sumdu.edu.ua/handle/123456789/77015.
Testo completoAbstract (sommario):
Nowadays, when students have access to any information via the Internet, ‘live’
communication in the classroom, the opportunity to observe the other people’s
behavior and emotions, to perform in public are those invaluable resources that attract
students with their content and emotional coloring.
We have decided to highlight the issue of team teaching as we have our own
teaching experience together with the Peace Corps volunteer who came to Sumy State
University to work on the project “Teaching English as a Foreign Language”. The
experiment lasted for two years. In the course of our collaboration we were able to
observe the progress in students’ knowledge, increase in their linguistic competence,
motivation and interest. Many students started attending weekly meetings of the
English Club in order to improve their spoken English, broaden their worldview
through intercultural communication and enrich vocabulary.
Now, when after a two-year stay at Foreign Languages Department our volunteer
has gone home, we want not to forget the acquired experience, to save and share the
achievements obtained over that period of time.
32
Costa, Ana-Cristina, and N. R. Anderson. "Team Trust." Willey-Blackwell, 2003. http://hdl.handle.net/10454/17883.
Testo completoAbstract (sommario):
No<br>This chapter seeks to clarify the definition of trust and its conceptualization specifically at the team or workgroup level, as well as discussing the similarities and differences between interpersonal and team level trust. Research on interpersonal trust has shown that individual perceptions of others trustworthiness and their willingness to engage in trusting behavior when interacting with them are largely history‐dependent processes. Thus, trust between two or more interdependent individuals develops as a function of their cumulative interaction. The chapter describes a multilevel framework with individual, team and organizational level determinants and outcomes of team trust. It aims to clarify core variables and processes underlying team trust and to develop a better understanding of how these phenomena operate in a system involving the individual team members, the team self and the organizational contexts in which the team operates. The chapter concludes by reviewing and proposing a number of directions for future research and future‐oriented methodological recommendations.
33
Costa, Ana-Cristina, and Neil Anderson. "Team Trust." Willey-Blackwell, 2017. http://hdl.handle.net/10454/17883.
Testo completoAbstract (sommario):
No<br>This chapter seeks to clarify the definition of trust and its conceptualization specifically at the team or workgroup level, as well as discussing the similarities and differences between interpersonal and team level trust. Research on interpersonal trust has shown that individual perceptions of others trustworthiness and their willingness to engage in trusting behavior when interacting with them are largely history‐dependent processes. Thus, trust between two or more interdependent individuals develops as a function of their cumulative interaction. The chapter describes a multilevel framework with individual, team and organizational level determinants and outcomes of team trust. It aims to clarify core variables and processes underlying team trust and to develop a better understanding of how these phenomena operate in a system involving the individual team members, the team self and the organizational contexts in which the team operates. The chapter concludes by reviewing and proposing a number of directions for future research and future‐oriented methodological recommendations.
34
Taylor, Richard E. "Team leadership." Theological Research Exchange Network (TREN), 1994. http://www.tren.com.
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35
Pasquina, Edward. "Ways that Team Leaders of Virtual Teams Cultivate Team Learning." Thesis, 2018. https://doi.org/10.7916/D8NZ9RM5.
Testo completoAbstract (sommario):
Corporations have become increasingly global over the past number of years. The rapid development and usage of communication technology has allowed global corporations to more readily form virtual teams to take advantage of the skills of its global workforce. Having skilled workers on teams helps to make them more productive. Productive teams tend to reach their objectives and ultimately drive the success of corporations. Team learning has long been linked with a team’s ability to reach its objectives. The team leader is seen as a key to enabling learning for the team. This qualitative study of 13 virtual teams sought to find ways that the leaders of these virtual teams cultivated team learning in the IT department of a leading global financial services firm. The study was especially focused on applications development project teams that were geographically and temporally dispersed and had an off-shore component as team members. Using the Dechant, Marsick, and Kasl (1993) model of team learning as a foundation, the researcher conducted critical incident interviews with the leaders of the virtual teams followed by administering the Dechant and Marsick (1993) Team Learning Survey to the team members. The study yielded insights that could be valuable to organizations that employ virtual team leaders as well as human resource development professionals who create training programs to enhance the skills of this group. Among the most prevalent skills identified included group facilitation, meeting management, process documentation, artifact creation, practicing learning agility, and soliciting input. The virtual team leader exhibited learning leadership by building relationships within the team and with other constituents; utilizing appropriate technology to enable learning; and conducting productive reflection sessions with the team to evaluate the team’s actions. Where team leaders needed to improve their efforts was around the monitoring and measuring of their learning efforts in order to gauge their full effectiveness.
36
Heng, Siok Sim Agatha. "The relationship between team characteristics with team performance in Malaysian teams." 2006. http://hdl.handle.net/2100/522.
Testo completoAbstract (sommario):
University of Technology, Sydney.Faculty of Business.<br>Organisations depend on teams to implement its strategies and enables organisations to be flexible and responsive in the competitive global environment. Teams contribute to the organisation while at the same time providing opportunities to team members to develop relationships within team. Teams are viewed as a major source of ‘environmental forces’ that help shape team members (McGrath and Kravitz, 1982). Previous research by Taggard and Brown (2001) shows that there is a statistically significant relationship between team members’ behaviour and team performance (e.g., participation and involving others, goal setting, feedback, team commitment, reaction to conflict, addressing conflict, averting conflict and communication). There is noticeably a lack of research on team behaviours in Malaysia. The first objective of this thesis is to explore the relationships between team performance and ‘behavioural’ characteristics in the Manufacturing and Telecommunication industries in Malaysia. Past findings suggest that ‘behavioural’ characteristics of well developed team tend to possess certain ‘behavioural’ characteristics (e.g., Wheelan and Hochberger, 1996; Woodcock and Francis, 1996). The literature (e.g., Hoigaard, et. al., 2006; Stevens and Champion, 1994) has shown that that ‘behavioural’ characteristics such as role clarity, role satisfaction, liking, goal agreement, openness to change and differences, participative leadership style, division of task into sub-teams, informal leadership role, effective handling of intra-team conflict and inter-team conflict are critical in team performance. The second objective seeks to investigate the relationship between team ‘structural’ factors (such as team size, team types, organisation size) and team behaviours. Team structure is viewed as ‘inputs’ to team behaviour (Gist et al., 1987). Goal contribution by teams (e.g., Hoegl and Parboteeah, 2003), customers (e.g., Kaczynski and Ott, 2004) and management (e.g., Samson and Daft (2003) were also included in the study. The third objective seeks to investigate the relationship between team members’ demographic variables (such as gender, ethnicity, age and education) and team behaviour and team performance. Scholars suggest that there is a link between team’s demography and team performance (e.g., Eisenhardt and Schoonhoven, 1990; Michael and Hambrick, 1992). Questionnaire data were collected from 59 work teams comprising of 137 individual team members) from both small and large organisations located in four regions in Malaysia (Penang, Kuala Lumpur Seremban and Malacca). The respondents were mainly Malay (52.9 percent), followed by Chinese (31.4 percent), and Indian (15.7 percent). Data were analysed using descriptive statistics, Pearson’s correlations and one way analysis of variance. The findings suggest that ‘behavioural’ characteristics such as role clarity, role satisfaction and division of task into sub-teams are critical for all aspects of team performance. Goal agreement, role clarity, role satisfaction and division of task into sub-teams and participative leadership style correlate with the team performance indicator of downtime reduction. Role satisfaction and division of tasks into sub-teams correlates positively with waste reduction. The findings indicate that team type and organisation size correlates with team performance. The findings suggest that involvement from team members drawn from cross-functional areas complement each other and these teams tend to have less conflict in task performance. Team members from large organisations seem to have a majority of effective team behaviours such as cohesiveness, liking for each other, goal agreement, role clarity, and openness to differences. These teams also have a preference for structured activities such as division of tasks into sub-teams, participative leadership style and are motivated to achieve team goals. Goal contribution by teams and customers are critical for team performance. Celebrations of team success provide opportunities for reinforcing team values and bonding team members to one another, thus creating a cohesive team. However, team size does not impact team performance. The findings show that teams with a majority of Malay members tend to be more cohesive, like each other more, agree to team goals, open to change and accept each other’s differences. They also tend to prefer structured activities such as the division of tasks into sub-teams and participative leadership style. Teams with a majority of Chinese and Indian members tend to have higher inter-team conflict and tend to focus on the team’s outcome. The findings have important practical implication for managers and supervisors who need to be sensitive to the differences and needs of the multi-ethnic race team. Intra-team and inter-team conflict could be minimised by providing interpersonal training and conflict resolution skills for team members to communicate positively and build rapport. The findings show that there is a strong relationship between team performance and team type, and team membership composition. Therefore, teams need to be labelled accurately according to the different team expectations and needs of the team (e.g., training, supervision, motivation). The findings found that team involvement in team goals is associated with team performance. This finding suggests that managers need to involve team members in setting reachable goals which provide a sense of direction to teams. In conclusion, the study found that there is a relationship between team ‘behavioural’ characteristics such as role clarity, role satisfaction and division of task into sub-teams and team performance in the Malaysian context. Ethnic values and cultural differences also influence team members’ behaviour. The study suggests that goal contribution by team and customer provide a sense of direction to teams in achieving the teams’ outcomes. Celebration of team success and team participation in convention enhances team performance.
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Pas, Marloes. "Team learning linking paradoxical team leadership and team performance: a moderated mediation study." Master's thesis, 2019. http://hdl.handle.net/10362/67988.
Testo completoAbstract (sommario):
Teamwork, and in turn, team leadership, are gaining popularity in today’s dynamic and complex economy. Therefore, the influence of team leadership has been subject to ample research. In addition to team leadership, team learning and team psychological safety are two key terms commonly analysed in team performance studies. Using a moderated mediation model, this thesis analyses the effect of paradoxical team leadership and its influence on team performance through exploitative and exploratory team learning. Also, the moderation effect of psychological safety on the relationship between paradoxical team leadership and exploitative and exploratory team learning is analysed. The study included 33 teams (124 individuals) from different industries. Our findings suggest that paradoxical team leadership has a positive influence on exploitative team learning, exploratory team learning and team performance. In addition to that, exploratory team learning mediated the paradoxical team leadership – team performance relationship. In contrast with our expectations, exploitative team learning did not mediate the relationship between paradoxical team leadership and team performance. Neither did team psychological safety moderate the relationship between paradoxical team leadership and exploitative and exploratory team learning. Lastly, the moderated mediation effect was insignificant. Based on this research, team leaders are urged to adopt a paradoxical leadership style in order to stimulate team learning and team performance.
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Wu, Han-Wei, and 吳韓偉. "The research for team entrepreneurial teams." Thesis, 2000. http://ndltd.ncl.edu.tw/handle/29674082991000473522.
Testo completoAbstract (sommario):
碩士<br>國立中山大學<br>人力資源管理研究所<br>88<br>Entrepreneurial activities are very common seen in Taiwan. More then 100 enterprises are born everyday. Entrepreneurial activities are means of self-fulfillment, pursuing for wealth, and they also create lots of employment chances. Entrepreneurship researches focus on innovation, risk-taking, decision-making, tolerance for ambiguity. Thus entrepreneurs give us an impression individualism. But as a matter of fact, about 40% of the enterprises are owned by more than two persons. Entrepreneurs should work together. But how?
In order to understand how the entrepreneurs work together, I interviewed 16 entrepreneurs who have the experiences of team working. There are several issues concerned the entrepreneurial teams: the reasons why they work together, the criterion they choose the partners, the problems facing the entrepreneurial process, the relationship of entrepreneurial teams, the reasons of their separation, the drawbacks of entrepreneurial teams.
The results of this research indicate that:
1. They choose to work as a team because of: Acquisition of knowledge, leadership, and capital. Reducing the loss of capital. Finding someone to talk to.
2. The criterion of choosing partners: Knowing each other. Similar point of views. Complement of characters.
3. The problems facing the entrepreneurial process: Deficiency of capital, and technique. Human resource training. Regulation of laws. Depression.
4. The relationship of entrepreneurial teams: Pure business partners. Friends. Master-disciple. Relatives.
5. The reasons of their separation: The conflicts of characters. The allocation of profits. The loss of money. The way of running business.
6. The drawbacks of entrepreneurial teams: It is hard to allocate profits. The pressure of human nature. Sub-groups. It is hard to achieve a shared view.
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Lu, Li-Ping, and 盧莉萍. "A Study on Team Relationships, Task characteristics, and Team Commitment of Virtual Teams." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/21695606861287736534.
Testo completo
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Yu, Shih-Han, and 于詩涵. "Humor Behaviors in work teams and team effectiveness:The mediation effect of team mood." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/gn6vun.
Testo completoAbstract (sommario):
碩士<br>元智大學<br>經營管理碩士班(領導學程)<br>104<br>In recent years, more and more companies start to focus the way of humor to lead the team, and by the leadership of humor, so that team output increase. Many studies have also gradually emphasis on team among the informal leader of the team which influences, and this is also known as the informal leader of the center's network (Network Central Actor, NCA). Therefore, the purpose of this study to investigate the behavior of the team as a whole as well as the leader of humor and the network central actor ‘s behavior of humor impact team performance. And the team mood as an intermediary, under mood contagion mechanism, the team's mood intermediary role .
The study uses questionnaire survey to collect Taiwan organizational team by network questionnaire, while the samples are 265 team members and 53 leaders. After the SPSS and use the UCINET to find the network central actor by each team. According the outcome, Team Humor is positive with the team performance, and team positive mood for NCA’s humor and team effectiveness has mediating effect. Team negative mood for leader’s humor and team effectiveness has mediating effect.
41
Chen, Ching-Wei, and 陳勁瑋. "Team Implicit Coordination, Team Work Engagement and Team Performance: Team-Member Exchange as Team Implicit Coordination Antecedent." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/ktqu47.
Testo completoAbstract (sommario):
碩士<br>國立東華大學<br>企業管理學系<br>105<br>This study mainly investigated whether team-member exchange is an antecedent variable for team implicit coordination and whether team implicit coordination and team work engagement play a mediating role in the relationship between team-member exchange and team performance. For this purpose, a survey was conducted and eventually 160 pieces of team data were collected (including 638 employees). Analysis using structural equation modeling (SEM) showed positive correlations between team-member exchange and team implicit coordination, between team implicit coordination and team work engagement, and between team work engagement and team performance. Furthermore, team-member exchange and team implicit coordination influenced team work engagement and team performance through the mediation effects of team implicit coordination and team work engagement, respectively. Finally, this study provides discussions, practical connotations and suggestions for further reserach.
42
Luo, Yuping, and 羅宇萍. "The relationships among team perceived social loafing, team perceived social interdependence, team affective tone and team learning performance – Exploring undergraduate tourism and hospitality course learning teams." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/78022520679489797971.
Testo completoAbstract (sommario):
碩士<br>輔仁大學<br>餐旅管理學系碩士班<br>100<br>The purpose of this study was to explore the relationships among perceived social loafing, team social interdependence, group affective tone and team learning performance. This study used the course learning team in undergraduate tourism and hospitality courses as the analysis unit. Team learning performance is composed of team productivity and team grade. A questionnaire survey targeting tourism and hospitality undergraduate students was used to collect the team data from four universities in Taiwan. In total, 648 questionnaires were obtained, and 634 questionnaires which account for 153 learning team were used after deleted invalid questionnaires. The result shows there are negative correlations among perceived social loafing, group affective tone, and team learning performance. Moreover, team social interdependence was positively related to group affective tone and team learning performance. The results of this study confirmed that perceived social loafing and team social interdependence influence team productivity through group affective tone. However, group affective tone does not have mediating effect towards the relationship between perceived social loafing, team social interdependence and team grade. This suggests that teachers should pay more attention to the group affective tones in order to enhance over all team learning performance. Teachers should increase the interactions between team members and promote the quality of team interaction. Additionally, teachers should give individuals’ difference grades according to their individuals’ performance in order to decrease individuals’ perceived social loafing.
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Riley, Ramona Leonard. "Understanding the Team Dynamics of an Executive Virtual Team." Thesis, 2011. http://hdl.handle.net/1969.1/ETD-TAMU-2011-08-9938.
Testo completoAbstract (sommario):
Organizations of all types are now able to operate in virtual capacities through time, space, and distance across multinational boundaries; therefore, geography no longer limits business functioning. In fact, many corporate executives and boards employ virtuality in their work regimen. Therefore, organizations employ virtual executives to work teams with ideal skill sets to effectively persevere and complete tasks through distance, space, and time. The purpose of this study was to identify and yet understand the experiences of executive multinational, virtual board members working as a team in a virtual environment. Through this research the virtual dynamics of the virtual team have been studied, prodded, purposely mismatched, and weaved together to understand the culture of the virtual environment in which the team members interact and perform duties. With this particular board, there has been a history of previous work experience or exposure in some capacity; however, it has no great impact on their interaction and work with the entire board.
In this study, an exploratory look at the experiences, perceived team dynamics, and strategies used to successfully function as a virtual team are highlighted from a qualitative perspective. The purpose is to describe the individual perspectives of how a multinational executive virtual team best works.
The findings of this study reveal that there are many ways to communicate utilizing technology, but the objective for this virtual team is to be multidimensional in use. That means that honest communication is necessary for the board to perform at their optimal level. Therefore, the theoretical framework is based on team performance as a teamwork process-based construct which depends on communication, relationship, and trust to add success for virtual teams The framework results in three step process for team flow and success i.e., the importance of face-to-face meetings; advantages of virtual teaming; and challenges of virtual teaming to result in virtual team performance dependent on the team having communication, relationship, and trust present.
44
Bader, Josef. "Team autonomy and team effectiveness in an organizational context: The mediating role of team learning behaviours." Master's thesis, 2017. http://hdl.handle.net/10316/81461.
Testo completoAbstract (sommario):
Dissertação de Mestrado em Psicologia do Trabalho, das Organizações e dos Recursos Humanos apresentada à Faculdade de Psicologia e de Ciências da Educação<br>A autonomia a nível grupal é entendida pelo como o grau de discreção e liberdade, independência e margem de atuação que umaa equipa apresenta ao decidir como desempenha as suas tarefas, e ésendo frequentemente vista como uma característica fundamental e desejada em equipas no âmbito organizacional. Deste modo, aA influência que a autonomia temexerce sobre as dinâmicas da equipa (processos de grupo e/ou estados emergentes de grupo) e, também, sobre a eficácia grupal, é faz da autonomia grupal um campo de interesse crescente para investigadores organizacionaisque se dedicam ao estudo dos grupos nas organizações. Tendo como base o Modelo Input Mediador Output Input (IMOI) como referência (Ilgen et al., 2005; Koslowski & Ilgen, 2006), esta investigação tem teve como objetivo contribuir para a clarificação dna relação entre a autonomia grupal e a eficácia grupal, considerando o papel dos comportamentos de aprendizagem em grupo nesta relação. Adotando um desenho transversal e uma análise a nível grupal, o modelo foi testado um modelo incluindo a autonomia grupal como input, os comportamentos de aprendizagem em grupo (conceptualizados como processo de grupo) como mediador e a eficácia grupal (medida pelos critérios de desempenho grupal, viabilidade do grupo, qualidade da experiência grupal, e processos de melhoria de processos grupalde grupo) como output. A amostra foi composta por 90 equipas (incliuindo 90 líderes e 445 membros), de 40 organizações portuguesas. Para a análise dos dados foi utilizada a , análise de regressão, nomeadamente o método de produto dos coeficientes, proposto por MacKinnon, Lockwood, Hoffman, West e Sheets (2002) foi utilizado. Os resultados demonstram revelaram uma relação positiva entre a autonomia grupal e os comportamentos de aprendizagem em grupo, uma relação positiva entre os comportamentos de aprendizagem em grupo e cada um dos critérios da eficácia grupal e também uma mediação completa total dos comportamentos de aprendizagem em grupo na relação entre a autonomia grupal e a eficácia grupal. Os resultados são discutidos tendo em conta contribuições tanto quer ao nível da investigação quanto a nível da práticaquer ao nível da intervenção. As limitações do estudo realizado, bem como e indicações para futuras investigações também são, também, apresentadas.<br>Team autonomy, understood as the degree of discretion and freedom that a team presents when deciding how to carry out tasks, is often seen as a critical and a desirable trait for a team in organizational settings. Thus, the influence that autonomy exerts over team’s dynamics (team processes and/or team emergent states) and also over team effectiveness is a growing field of interest to organizational researchers. Based on the Input Mediator Output Input model (IMOI) as a framework (Ilgen et al., 2005; Koslowski & Ilgen, 2006), this research aimed to be a contribution to clarifying the relationship between team autonomy and team effectiveness, considering the role of team learning behaviours in this relationship. Adopting a cross-sectional design and a group level analysis, a model was tested including team autonomy as the input, team learning behaviours (conceptualized as a group process) as the mediator and team effectiveness (measured by the criteria of team performance, team viability, quality of team experience, and team process improvement) as the output. The sample was composed by 90 teams (including 90 team leaders and 445 team members), from 40 Portuguese organizations. To analyze the data, regression analysis, namely the product of coefficients method, proposed by MacKinnon, Lockwood, Hoffman, West and Sheets (2002) was used. The results showed a positive relationship between team autonomy and team learning behaviours, a positive relationship between team learning behaviours and each one of the criteria of team effectiveness and also a full mediation of team learning behaviours in the relationship between team autonomy and team effectiveness. Results are discussed considering their contribution both at a research and at an intervention level. Limitations and indications for further research are also presented.
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Haith-Cooper, Melanie. "Team midwives’ views on team midwifery." 1999. http://hdl.handle.net/10454/6686.
Testo completo
46
Smittick, Amber Leola. "The “I” in Team: Coach Incivility, Coach Sex, and Team Performance in Female Basketball Teams." Thesis, 2012. http://hdl.handle.net/1969.1/ETD-TAMU-2012-08-11781.
Testo completoAbstract (sommario):
With the continuing influx of teams in the workplace it is important to understand how incivility affects team success. The purpose of this study was to address this topic by investigating the effects of leader incivility towards team members on team outcomes. The team emergent states of team satisfaction, team cohesion, and team commitment were tested as mediators between team leader incivility and team performance. Additionally, leader sex was examined as a moderator to the incivility emergent states relationship. The current study used a sample of female college basketball teams to test the proposed model. Results revealed that leader incivility had a detrimental effect on team emergent states and subsequently team performance. These findings further the understanding of incivility in a team setting and its effect on team performance.
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Ma, Szu-Yu, and 馬偲瑜. "The Relationship of Team Diversity, Team processes and Team Creativity." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/29779402918488894045.
Testo completoAbstract (sommario):
碩士<br>中國文化大學<br>國際企業管理研究所<br>98<br>Modern enterprise’s organization is mostly to utilize the group to do in order to organize the most basic model designed, but composition pluralism more and more of group, how let group member can cooperate in each other, combine one's own professional knowledge, to excite out the best creativity, the profit which increases enterprises is the question which enterprise’s group needs to face most at present. So, in order to expand the knowledge field of the group pluralism, this research, in order to change one by oneself with the group pluralism, probe into the group pluralism through communicating and cooperative intermediary, influence the relation of group’s creativity.
This research sample target is research and development of the cultural intention industry and marketing group, get the effective samples of 350 points of cross sections, belong to 90 groups altogether, examination and analysis result coming back through the level are found: (1)Information pluralism and group’s creativity are shouldered to the relation; (2)Values pluralism and group’s creativity are presented and shouldered to the relation; (3)Up going and linking up quality will have some intermediary results to information pluralism and group’s creativity; (4)Cooperation has some intermediary results to information pluralism and group’s creativity in the group; (5)Upgoing and linking up quality will has cooperation in group of complete intermediary’s result; (6)and has complete intermediary’s results to values pluralism and group’s creativity with group’s creativity to values pluralism.
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Wang, Hsiao-ju, and 王曉如. "The Relationships among Team Coaching, Team Performance Process, Team Effectiveness, Team Design and Organizational Constraints." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/49301407391258749008.
Testo completoAbstract (sommario):
碩士<br>國立中央大學<br>人力資源管理研究所<br>102<br>The purpose of this study was to examine the theory of team coaching which is the mediating effect of team performance process on the relationship between team coaching and team effectiveness, moderated by team design and organizational constraints (Hackman &; Wageman, 2005). 110 valid project team samples were taken from ITRI. Regression analysis results showed that (1) team coaching significantly positively influenced team performance process and its three sub-processes (effort, strategy, and knowledge and skill), (2) team performance process and its three sub-processes significantly positively impacted on team effectiveness, and (3) team performance process and its three sub-processes partially mediated the relationship of team coaching and team effectiveness.
However, under the condition of ITRI’s project teams, the moderating effects of team design and organizational constraints were not proved to have effects on the relationship of team coaching and team performance process and the relationship of team performance process and team effectiveness respectively.
Implications suggested that project managers could enhance team effectiveness and team performance process by facilitating team coaching especially when there are little organizational constraints imposed on project teams and when the pattern of project team design was similar with ITRI.
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Chen, Tzu-an, and 陳姿安. "Team Heterogeneity, Team Process and Team Performance: A Longitudinal Case Study of Cross-Discipline Team Learning." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/55984760487315566581.
Testo completoAbstract (sommario):
碩士<br>逢甲大學<br>科技管理研究所<br>99<br>The heterogeneity of group members is one of the main factors that influences team performance. However, previous researches focused on exploring team performance from the perspective of personal attributes, such as education background, ages, previous experience, and situation elements. Seldom research focused on the interaction and learning process with the heterogeneity of group members. The aim of this research will investigate team performance which interacts from the heterogeneity of group members and their learning process. The design of this research combines two kinds of students, one type majors in business, another majors in crafts and design. Their final reports are to conduct and commercialize a good. By analyzing students’ learning process, the findings highlight that there are two behaviors in team process which includes maintenance behaviors and task behaviors. Besides, maintenance behaviors drive task behaviors further to effect team performance. In conclusion, we reinforce the theoretical and practical implications of Heterogeneous Group research from the perspective of the practice lens.
50
Lin, Shih-Ying, and 林詩穎. "The impact of team diversity and team conflict on team performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/44437503533724069825.
Testo completoAbstract (sommario):
碩士<br>國立中央大學<br>資訊管理研究所<br>93<br>In the past decade, team diversity has become one of the foremost topics of interest to managers and management scholars, and some studies have linked diversity to favorable performance and some shown that team diversity diminishes team performance. In order to fully capture the complex relationship between team diversity and performance, we separate team diversity into two parts－job related and non-job related, and examine the intervening role of conflict between team diversity and performance. Besides, we also examined if group longevity and trust moderate these diversity-conflict-performance relationships.
The model was tested with a sample of 60 teams. Results include: (1) team diversity has a significant positive associations with task conflict and relationship conflict. At the same time, the job-relatedness of team diversity within a group increases, task conflict and relationship conflict within the group increases. (2) team conflict is a mediating factor between team diversity and team performance. Task conflict and relationship conflict are both detrimental to team performance. (3) trust is a moderating factor between relationship conflict and team performance. It means the positive associations between relationship conflict and team performance becomes weaker in groups with highly trust. Implications on future study are discussed.