Gotowe bibliografie tematyczne / Team

Gotowa bibliografia na temat „Team”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 25 maja 2024

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Artykuły w czasopismach na temat "Team"

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Thompson, Britta M., Paul Haidet, Nicole J. Borges, Lisa R. Carchedi, Brenda J. B. Roman, Mark H. Townsend, Agata P. Butler, David B. Swanson, Michael P. Anderson i Ruth E. Levine. "Team cohesiveness, team size and team performance in team-based learning teams". Medical Education 49, nr 4 (20.03.2015): 379–85. http://dx.doi.org/10.1111/medu.12636.

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Jenkins, Donald H. "Team of Teams or Team of Rivals". Journal of Trauma and Acute Care Surgery 81, nr 1 (lipiec 2016): 8–12. http://dx.doi.org/10.1097/ta.0000000000001094.

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van der Haar, Selma, Mieke Koeslag-Kreunen, Eline Euwe i Mien Segers. "Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams". Small Group Research 48, nr 2 (10.02.2017): 215–48. http://dx.doi.org/10.1177/1046496417689897.

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Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.
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Piccoli, Gabriele, Anne Powell i Blake Ives. "Virtual teams: team control structure, work processes, and team effectiveness". Information Technology & People 17, nr 4 (grudzień 2004): 359–79. http://dx.doi.org/10.1108/09593840410570258.

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Tiejun, Wu, Wang Wenjun, Bi Xin i Liu Dianzhi. "Mediating Effect of Team Trust Between Team Conflict and Team Effectiveness in Self-management Teams". Journal of Applied Sciences 13, nr 9 (15.04.2013): 1504–8. http://dx.doi.org/10.3923/jas.2013.1504.1508.

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Costa, Deena Kelly. "The Team, the Team, the Team: What Critical Care Research Can Learn from Football Teams". Annals of the American Thoracic Society 16, nr 12 (grudzień 2019): 1492–94. http://dx.doi.org/10.1513/annalsats.201903-202ip.

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Agnew, Thelma. "Dynamic teams and team dynamics". Nursing Management 12, nr 1 (kwiecień 2005): 7. http://dx.doi.org/10.7748/nm.12.1.7.s10.

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Onağ, Zeynep, i Mustafa Tepeci. "Team Effectiveness in Sport Teams: The Effects of Team Cohesion, Intra Team Communication and Team Norms on Team Member Satisfaction and Intent to Remain". Procedia - Social and Behavioral Sciences 150 (wrzesień 2014): 420–28. http://dx.doi.org/10.1016/j.sbspro.2014.09.042.

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Fujimura, Makoto. "The influence of team reflections on team performance in sports teams". Proceedings of the Annual Convention of the Japanese Psychological Association 83 (11.09.2019): 3A—010–3A—010. http://dx.doi.org/10.4992/pacjpa.83.0_3a-010.

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Ong, Yu Han, Mervyn Yong Hwang Koh i Wee Shiong Lim. "Shared leadership in interprofessional teams: beyond team characteristics to team conditions". Journal of Interprofessional Care 34, nr 4 (1.10.2019): 444–52. http://dx.doi.org/10.1080/13561820.2019.1653834.

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Rozprawy doktorskie na temat "Team"

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

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

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Thesis (Ph.D.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.
Includes bibliographical references (leaves 191-202).
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.
by Maw-Der Foo.
Ph.D.
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Willbanks, Kristi D. "Relationship of Team Training Components to Perceptions of Team Performance". Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4376/.

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The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.
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Bell, Suzanne Tamara. "Setting the stage for effective teams: a meta-analysis of team design variables and team effectiveness". Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/1110.

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

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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.

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.

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.

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.


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.

Syftet med undersökningen blir därav att kartlägga de bakomliggande faktorer individer har, som gör att de startar företag i team.

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.

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.

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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.

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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.
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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/.

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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.
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Mc, Gee Hewitt Ruth Ann. "Sustaining Leadership Team Effectiveness in Education Agencies to Improve Student Achievement". Thesis, University of Pretoria, 2019. http://hdl.handle.net/2263/76713.

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As education evolves, leadership processes change. The concept of a single senior leader, with siloed divisions often providing direction, is transforming into a team-based culture. While there is substantive research on school-site leadership, research is limited on how the central organization impacts the system. It identified individual leadership characteristics but had not adequately addressed impact of a senior leadership team. This study addresses the concept of senior leadership teams with divisions and executives working collaboratively. It identifies characteristics of effective leadership teams to explore how they can be successfully created and sustained; and it investigates the senior leader’s role in, and what factors and methods can be replicated to sustain, team effectiveness. Four organizations participated: one school district, one government agency and two for-profit organizations. Twenty-five senior leaders and team members completed a DiSC and Five Behaviors of a Cohesive Team assessment; a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis; and a hiring values survey. All were interviewed individually and as a group, and the structured and semi-structured instruments were chosen to explore group characteristics in such a way that the data would point to replicable information. Study elements, coupled with my expertise in team development and leadership, allowed me to critically consider data and identify three emerging themes. While aspects of these themes have been previously identified, they have not been linked as a pathway to creating and sustaining effective teams as a route to organizational excellence leading to student achievement. First, there is a strong relation between the factors of team culture, membership, and expectations and engagement as a foundation of an effective team. Second, crucial team management and engagement methods were identified as key to long-term sustainability. Third, the senior leader’s impact is significant to team success based on team leadership style and methodology. A paradigm emerged changing traditional leadership hierarchy to a new dynamic of leading from the center. The research indicates that deliberately designing teams may have greater potential for success and long-term effectiveness. Further research is encouraged to address issues relating to virtual teams and identify successful strategies in team building and implementation.
Thesis (PhD)--University of Pretoria, 2019.
Humanities Education
PhD
Unrestricted
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Oden, Kevin Boyd. "Distributed team training effective team feedback /". Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002483.

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

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

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

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Pasquina, Edward. Ways that Team Leaders of Virtual Teams Cultivate Team Learning. [New York, N.Y.?]: [publisher not identified], 2018.

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

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

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Mumma, Frederick S. Team-work & team-roles: Facilitator guide. [King of Prussia, Pa.?]: Organization Design and Development, 1994.

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

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

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

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

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Lombardo, Michael M., Robert W. Eichinger, Capretta Cara C i Victoria V. Swisher. FYI For Teams: Based on the Team Architect, for Team Members, Team Leaders, and Team Coaches. LOMINGER Korn/Ferry International, 2010.

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Części książek na temat "Team"

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Bishop, James W., K. Dow Scott, Stephanie Maynard-Patrick i Lei Wang. "Teams, Team Process, and Team Building". W Clinical Laboratory Management, 373–91. Washington, DC, USA: ASM Press, 2014. http://dx.doi.org/10.1128/9781555817282.ch18.

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Grandjean, Marcellin, i Colin Dargent. "Understanding Team Performance Indicators in Team Academy". W Team Academy: Leadership and Teams, 6–19. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-1.

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

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

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Urzelai, Berrbizne. "Team Companies as Communities of Practice: Considerations and Reflections for Future Practice". W Team Academy: Leadership and Teams, 20–40. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-2.

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Tasi, Péter, i Ann-Cathrin Scheider. "Dimensions of Leadership: Team Academies as Systems". W Team Academy: Leadership and Teams, 113–25. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-8.

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Zubeldia, Amaia Aranceta, Saioa Arando Lasagabaster i Izaskun Agirre Aranburu. "The Influence of the Physical Working Environment on Employee Collaboration with a Highlight on Team Performance: Analysis of Coworking Sites in the Basque Country". W Team Academy: Leadership and Teams, 100–112. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-7.

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Vettraino, Elinor, i Berrbizne Urzelai. "Introduction: Team Academy: Leadership and Teams". W Team Academy: Leadership and Teams, 1–5. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-101.

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Vettraino, Elinor. "Fitting My Own Oxygen Mask: On the Challenges of Leading the Self as a Team Coach". W Team Academy: Leadership and Teams, 85–99. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-6.

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Ozadowicz, Karolina. "Part I: The Phenomenon of “It” as Leadership in the Team Academy Model: Context and Overview". W Team Academy: Leadership and Teams, 72–84. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003163121-5.

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Streszczenia konferencji na temat "Team"

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

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

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

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

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

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Martens, Marianne. "Team Edward or team Jacob?" W the 2011 iConference. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1940761.1940882.

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"Team". W 2012 IEEE International Conference on Software Maintenance (ICSM). IEEE, 2012. http://dx.doi.org/10.1109/icsm.2012.6404981.

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Happel, Hans-Jörg, Walid Maalej i Ljiljana Stojanovi. "Team". W the 2008 international workshop. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1370114.1370129.

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Pikl, Lorena, i Nikolina Posarić. "TEAM EFFECTIVENESS IN STUDENTS’ TEAM PROJECT". W 15th International Conference on Education and New Learning Technologies. IATED, 2023. http://dx.doi.org/10.21125/edulearn.2023.0735.

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

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Raporty organizacyjne na temat "Team"

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

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Conner, David, S. Kohlbrecher, A. Romay, A. Stumpf, S. Maniatopoulos, M. Schappler i B. Waxler. Team ViGIR. Fort Belvoir, VA: Defense Technical Information Center, październik 2015. http://dx.doi.org/10.21236/ada623035.

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Donsbach, Jamie S., Scott I. Tannenbaum, George M. Alliger, John E. Mathieu, Eduardo Salas, Gerald F. Goodwin i Kimberly A. Metcalf. Team Composition Optimization: The Team Optimal Profile System (TOPS). Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2009. http://dx.doi.org/10.21236/ada501355.

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Menguc, Faruk, Alper Erdener, Evrim O. Ari, Yoldas Ataseven, Berkhan Deniz, Kutalmis G. Ince i Ugur Kazancioglu. Team Cappadocia Design for MAGIC 2010 (The ASELSAN Team). Fort Belvoir, VA: Defense Technical Information Center, listopad 2010. http://dx.doi.org/10.21236/ada536538.

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Colclough, Robert. Interim Brigade Combat Team Ammunition Logistics Integrated Concepts Team. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2001. http://dx.doi.org/10.21236/ada386131.

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Uzzi, Brian. Cooperative Team Networks. Fort Belvoir, VA: Defense Technical Information Center, maj 2016. http://dx.doi.org/10.21236/ad1008775.

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Hollenbeck, John R., Douglas Sego, Daniel R. Ilgen i Debra Major. Team Interactive Decision Exercise for Teams Incorporating Distributed Expertise (TIDE2): A Program and Paradigm for Team Research. (Version 1.0). Fort Belvoir, VA: Defense Technical Information Center, październik 1991. http://dx.doi.org/10.21236/ada244696.

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Babcock, Philip, Kelly Bedard, Gary Charness, John Hartman i Heather Royer. Letting Down the Team? Evidence of Social Effects of Team Incentives. Cambridge, MA: National Bureau of Economic Research, styczeń 2011. http://dx.doi.org/10.3386/w16687.

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Forsythe, James Chris, Matthew R. Glickman, Michael Joseph Haass i Jonathan H. Whetzel. A data driven approach to assess team performance through team communication. Office of Scientific and Technical Information (OSTI), listopad 2012. http://dx.doi.org/10.2172/1057247.

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Birks, Dr R. J. S., Dr V. R. Alladi, Ms J. Angell, Dr R. Broomhead, Prof W. A. Chambers, Dr R. Griffiths, Prof C. M. Kumar i Dr I. H. Wilson. Anaesthesia Team 3rd edition. The Association of Anaesthetists of Great Britain and Ireland, maj 2010. http://dx.doi.org/10.21466/g.at3.2010.

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