Relevant bibliographies by topics / Collaboration in teams

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Collaboration in teams'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Collaboration in teams.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Collaboration in teams"

1

Yiu, Charles. "Collaboration with distributed teams." Interactions 21, no. 4 (July 2014): 50–53. http://dx.doi.org/10.1145/2627341.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Rajivan, Prashanth, and Nancy J. Cooke. "Information-Pooling Bias in Collaborative Security Incident Correlation Analysis." Human Factors: The Journal of the Human Factors and Ergonomics Society 60, no. 5 (April 3, 2018): 626–39. http://dx.doi.org/10.1177/0018720818769249.

Full text
Abstract:
Objective: Incident correlation is a vital step in the cybersecurity threat detection process. This article presents research on the effect of group-level information-pooling bias on collaborative incident correlation analysis in a synthetic task environment. Background: Past research has shown that uneven information distribution biases people to share information that is known to most team members and prevents them from sharing any unique information available with them. The effect of such biases on security team collaborations are largely unknown. Method: Thirty 3-person teams performed two threat detection missions involving information sharing and correlating security incidents. Incidents were predistributed to each person in the team based on the hidden profile paradigm. Participant teams, randomly assigned to three experimental groups, used different collaboration aids during Mission 2. Results: Communication analysis revealed that participant teams were 3 times more likely to discuss security incidents commonly known to the majority. Unaided team collaboration was inefficient in finding associations between security incidents uniquely available to each member of the team. Visualizations that augment perceptual processing and recognition memory were found to mitigate the bias. Conclusion: The data suggest that (a) security analyst teams, when conducting collaborative correlation analysis, could be inefficient in pooling unique information from their peers; (b) employing off-the-shelf collaboration tools in cybersecurity defense environments is inadequate; and (c) collaborative security visualization tools developed considering the human cognitive limitations of security analysts is necessary. Application: Potential applications of this research include development of team training procedures and collaboration tool development for security analysts.
APA, Harvard, Vancouver, ISO, and other styles
3

Liu, Shih-Hsiung, and Hsien-Chang Tsai. "Teachers’ Experiences of Collaborating in School Teaching Teams." Asian Social Science 13, no. 2 (January 19, 2017): 159. http://dx.doi.org/10.5539/ass.v13n2p159.

Full text
Abstract:
Teachers in numerous countries worldwide often confront education reforms in their career, in which, collaborating is considered a feasible approach to changing teachers’ traditional teaching philosophy. This study aims to examine Taiwanese teachers’ experiences of collaborating in school teaching teams. We invited six teachers from different schools for an interview. Afterward, we conducted two sessions of focus-group interviews with 18 participants from various roles in teaching teams as well as various geographical areas. The findings show that information exchanges of education works, uncoordinated processes of collaboration, and discussions not involving pedagogical knowledge are the general experiences on participating in the teaching teams. Certain barriers to teacher collaborations are from inadequate focuses during team discussions and a lack of curriculum leadership. Through experience-sharing, the participants considered that a focus on student learning during discussions and examples of practices for curriculum leadership were the key aspects for successful experiences in teacher collaborations.
APA, Harvard, Vancouver, ISO, and other styles
4

PUSHPA, RANDHIR REGHUNATH, and MARY MATHEW. "COLLABORATIVE BEHAVIOUR OF SOFTWARE PRODUCT DEVELOPMENT TEAMS VARYING ON PRODUCT NEWNESS AS A SURROGATE MEASURE FOR INNOVATION." International Journal of Innovation Management 16, no. 04 (July 18, 2012): 1250019. http://dx.doi.org/10.1142/s1363919612003800.

Full text
Abstract:
Product development (PD) has traditionally been a collaborative effort with the PD team having to interact with various entities within and outside its boundary. Depending on the context and the kind of product being developed, teams typically interact with other teams, vendors, academic institutions and end users. This paper analyses the collaborative boundary crossing behaviour of software PD teams and the role of newness of product developed. The boundaries have been classified as horizontal, geographical and value-chain. Measurement was done with the help of two sets of questionnaires, one, to map the entities in the environment of the PD team and newness of the product developed, and the other, to measure collaborative boundary crossing behaviours of the team. The study showed that teams had low level of collaboration and the boundaries influenced collaboration behaviour. The newness of the product was also found to influence collaboration.
APA, Harvard, Vancouver, ISO, and other styles
5

Ndibu Muntu Keba Kebe, Nicolas, François Chiocchio, Jean-Marie Bamvita, and Marie-Josée Fleury. "Profiling mental health professionals in relation to perceived interprofessional collaboration on teams." SAGE Open Medicine 7 (January 2019): 205031211984146. http://dx.doi.org/10.1177/2050312119841467.

Full text
Abstract:
Objectives: This study aims at identifying profiles of mental health professionals based on individual, interactional, structural and professional role characteristics related to interprofessional collaboration. Methods: Mental health professionals ( N = 315) working in primary health care and specialized mental health teams in four Quebec local service networks completed a self-administered questionnaire eliciting information on individual, interactional, structural and professional role characteristics. Results: Cluster analysis identified four profiles of mental health professionals. Those with the highest interprofessional collaboration scores comprised two profiles labeled “highly collaborative female professionals with fewer conflicts and more knowledge sharing and integration” and “highly collaborative male professionals with fewer conflicts, more participation in decision-making and mutual trust.” By contrast, the profile labeled “slightly collaborative professionals with high seniority, many conflicts and less knowledge integration and mutual trust” had the lowest interprofessional collaboration score. Another profile positioned between these groups was identified as “moderately collaborative female psychosocial professionals with less participation in decision-making.” Discussion and conclusion: Organizational support, participation in decision-making, knowledge sharing, knowledge integration, mutual trust, affective commitment toward the team, professional diversity and belief in the benefits of interdisciplinary collaboration were features associated with profiles where perceived interprofessional collaboration was higher. These team qualities should be strongly encouraged by mental health managers for improving interprofessional collaboration. Training is also needed to promote improvement in interprofessional collaboration competencies.
APA, Harvard, Vancouver, ISO, and other styles
6

Barmaki, Roghayeh, and Zhang Guo. "Deep neural networks for collaborative learning analytics: Evaluating team collaborations using student gaze point prediction." Australasian Journal of Educational Technology 36, no. 6 (December 28, 2020): 53–71. http://dx.doi.org/10.14742/ajet.6436.

Full text
Abstract:
Automatic assessment and evaluation of team performance during collaborative tasks is key to the research on learning analytics and computer-supported cooperative work. There is growing interest in the use of gaze-oriented cues for evaluating the collaboration and cooperativeness of teams. However, collecting gaze data using eye-trackers is not always feasible due to time and cost constraints. In this paper, we introduce an automated team assessment tool based on gaze points and joint visual attention (JVA) information drawn from computer vision solutions. We evaluated team collaborations in an undergraduate anatomy learning activity (N = 60, 30 teams) as a test user study. The results indicate that higher JVA was positively associated with student learning outcomes (r(30) = 0.50, p < 0.005). Moreover, teams who participated in two experimental groups and used interactive 3D anatomy models, had higher JVA (F(1,28) = 6.65, p < 0.05) and better knowledge retention (F(1,28) = 7.56, p < 0.05) than those in the control group. Also, no significant difference was observed based on JVA for different gender compositions of teams. The findings from this work have implications in learning sciences and collaborative computing by providing a novel joint attention-based measure to objectively evaluate team collaboration dynamics. Implications for practice or policy: Student learning outcomes can be improved by receiving constructive feedback about team performances using our gaze-based collaborative learning method. Underrepresented and underserved minorities of science, technology, engineering and mathematics disciplines can be engaged in more collaborative problem-solving and team-based learning activities since our method offers a broader reach by automating collaboration assessment process. Course leaders can assess the quality of attention and engagement among students and can monitor or assist larger numbers of students simultaneously.
APA, Harvard, Vancouver, ISO, and other styles
7

Miller Caldicott, Sarah. "Teamwork, Edison Style." Mechanical Engineering 137, no. 02 (February 1, 2015): 46–49. http://dx.doi.org/10.1115/1.2015-feb-3.

Full text
Abstract:
This article discusses Thomas Edison’s concept of teamwork and collaborations. Edison fundamentally viewed collaboration as a connecting force, a transformational force that facilitated and made possible the development of new knowledge. Edison’s innovations were generated through focused approaches to teamwork and collaboration. He viewed collaboration as the beating heart of his laboratories, a sustaining resource that fueled the knowledge assets of his innovation. Edison designed a process of collaboration that was used across his entire enterprise of more than 200 companies worldwide. Because Edison believed that individuals are vital to collaborative success, he placed emphasis on the contributions of each team member as a critical component of the team’s joint efforts. Because he believed that a diverse group of individuals offered the best chance for collaborative success, Edison consistently created teams that had members from several disciplines. The famous group that drove the breakthrough thinking behind the incandescent electric light consisted of a glassblower, a machinist, a chemist, a mathematician, an instrument maker, and a textile worker, along with Edison himself.
APA, Harvard, Vancouver, ISO, and other styles
8

Freeth, Rebecca, and Ulli Vilsmaier. "Researching Collaborative Interdisciplinary Teams." Science & Technology Studies 33, no. 3 (November 5, 2019): 57–72. http://dx.doi.org/10.23987/sts.73060.

Full text
Abstract:
Collaborative interdisciplinary research is on the rise but can be difficult and daunting. There is much to learn by studying the inner workings of collaboration, to the potential benefit of both science and technology studies (STS) and those who collaborate. We have been studying the inner workings of a collaborative interdisciplinary team using formative accompanying research (FAR). Assuming multiple insider-outsider vantage points implied adopting dynamic positionality in relation to the team. In this article, we outline an approach to navigating positionality based on these research experiences. Navigation is aided by identifying learning orientations to a collaborative team, to learn about, with or for the team; and by adopting practices and principles to balance i) observation and participation; ii) curiosity and care; and iii) impartiality and investment. We illustrate what we have learned so far, demonstrating how to apply these navigating instruments so that the skilful use of FAR positionality can advance the understanding and practice of collaborative interdisciplinary research.
APA, Harvard, Vancouver, ISO, and other styles
9

Cole, Matthew L., John D. Cox, and Jacqueline M. Stavros. "Building collaboration in teams through emotional intelligence: Mediation by SOAR (strengths, opportunities, aspirations, and results)." Journal of Management & Organization 25, no. 02 (November 7, 2016): 263–83. http://dx.doi.org/10.1017/jmo.2016.43.

Full text
Abstract:
AbstractIn today’s global business environment teams are fast becoming the norm. Collaboration is an essential factor in leveraging team effectiveness, and organizations are looking for strategies to increase collaboration among their teams. In this study, we administered an eSurvey to 308 professionals working in face-to-face and virtual teams to investigate emotional intelligence and strengths, opportunities, aspirations, and results as strategies to support the collaborative process. Results found the regression of collaboration on emotional intelligence (controlling for age, ethnicity, and education) was significant (p&lt;.01). Results also found a significant indirect effect between emotional intelligence and collaboration as mediated by strengths, opportunities, aspirations, and results (β=0.110,Z=2.444). We focus on understanding the effect of emotional intelligence on team collaboration as mediated by strengths, opportunities, aspirations, and results. Recommendations are provided for increasing emotional intelligence and strengths, opportunities, aspirations, and results among team members. Our research has important implications for teams and their pervasive use in business.
APA, Harvard, Vancouver, ISO, and other styles
10

Page, Jane, and Patricia Eadie. "Coaching for continuous improvement in collaborative, interdisciplinary early childhood teams." Australasian Journal of Early Childhood 44, no. 3 (June 27, 2019): 270–84. http://dx.doi.org/10.1177/1836939119855542.

Full text
Abstract:
There is growing evidence that coaching early childhood educators leads to higher quality teaching practices and improved child learning outcomes. Despite this, there is a lack of Australian evidence on the impact that coaching in collaborative, interdisciplinary teams in early childhood education and care settings has on teacher effectiveness and by extension child learning. This paper will draw on data from two collaborative interdisciplinary research projects – the Victorian Advancing Early Learning Study and the Every Toddler Talking Initiative – to explore the features of coaching, collaboration and interdisciplinary partnerships that support early childhood educators to engage in the process of continuous improvement. We argue that governance and leadership is critical in enabling interdisciplinary teams to engage in a collaborative process of continuous improvement and that threshold conditions are required within early childhood education and care services to foster interdisciplinary coaching collaborations in a sustained manner.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Collaboration in teams"

1

Hao, Meng. "Effective Collaboration of Global Teams." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16982.

Full text
Abstract:
With the quick development of multinational enterprise, the concept of “global team” has interiorized in people’s mind. Global collaboration keeps business ongoing around the clock. This thesis through theoretical and empirical survey archives original goal of finding global collaboration improvement. Three sub-level research questions all get fulfill answers from integrating theoretical and empirical research result. Good fundamental work environment with equal attitude, attention on individual behavior bases on different culture understanding, frequently communication with rich information construct the most important fact of effective collaboration. Correct choosing and renewing of collaboration tools can push work faster and safer. Modern Informatics as the main power of current society, also improve the development of remote collaboration work. Empirical survey conclusion as a kind of supplement completes current theory.
Program: Magisterutbildning i informatik
APA, Harvard, Vancouver, ISO, and other styles
2

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

Full text
Abstract:
Businesses and governmental agencies are increasingly reliant on virtual teams composed of team members in different location. However, such virtual teams face all the interpersonal challenges inherent in working in a group, plus additional challenges that are a consequence from communicating through electronic methods. Numerous technological tools are available to facilitate electronic communication, and some organizations provide Collaborative Technology Skills Training (CTST) to virtual team members to help them select and use these tools. In this study, the researcher investigated whether CTST improves virtual team effectiveness by quantifying relationships between CTST and five components of team effectiveness: knowledge sharing, trust, cohesion, performance, and satisfaction. The researcher designed a survey based on an extensive literature review to allow respondents to quantify and describe their virtual team experiences, including information on any CTST they received and their perceptions of the five components of team effectiveness. Prior to the main research study, a panel of experts used the Delphi method to evaluate the survey, commenting on structure, content, and applicability to the research questions. The researcher then evaluated the temporal reliability and internal reliability of the survey. For the research study, the researcher invited over 1000 members of virtual teams to complete the online, self-report survey. Data were analyzed using MANOVA to investigate and confirm that CTST significantly affected components of team effectiveness. Results of this study can be used to improve CTST, thereby increasing the effectiveness of virtual teams.
APA, Harvard, Vancouver, ISO, and other styles
3

Lerdahl, Erik. "Staging for Creative Collaboration in Design Teams." Doctoral thesis, Norwegian University of Science and Technology, Faculty of Engineering Science and Technology, 2001. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-71.

Full text
Abstract:

Many design projects in industry require close collaboration between different actors in companies. Furthermore, due to globalisation and increased competition, companies have a growing need to quickly develop new innovative concepts and products. In this respect it is important to study how creative collaboration in design teams in the early phases of the design process may be stimulated and improved. The main objective of this thesis has been to develop models, tools and methods that stimulate and improve such collaboration. Factors involved in the staging for creative collaboration has been studied, and models, tools and methods have been developed. The empirical material was collected through in-depth interviews of company employees and design consultants. Furthermore, material was collected through action research in a new innovation course at NTNU in Trondheim and in 3 industrial cases.

Initially, three conceptual models are proposed and used as a background in the thesis.These models are visualised graphically. The first model proposes that the creative process is an ongoing cycle moving through order and chaos. The second model proposes that design is a creative activity in a dialectic tension. The third model, which is called the vision-based model, proposes that any product may be related to four levels of abstraction: the spiritual, the contextual, the principal and the material levels. All three models can function as tools for discussion and shared understanding in a team. In the innovation course the vision-based model functioned as a supporting tool for creative collaboration in the concept development process.

Further, the physical arrangement of space for creative collaboration in design teams has been studied. Two major concepts are proposed: Flexible project space and activity zones. The concept of activity zones, where different zones in the workspace are connected to different activities and modes of thinking, has been implemented in a specific case. The general conclusion is that conscious arrangement of space is one of the factors that may improve creative collaboration.

Results from the interviews show the need for a shared innovation level and focus in design team for good collaboration. It is concluded that participants in a team have different roles and perspectives and in this regard the concept of flexible role structure and the use of role-play are proposed for improving collaboration. The use of scenario play and mental visualisation exercises as tools in the concept development process have also been studied and tried out in courses and in specific industrial cases. The conclusion is that such exercises have both process and problem related effects and can help to improve creative collaboration in design teams.

Based on indicated limitations in existing methodology this thesis proposes finally, as the main contribution, a vision-oriented methodology for the early phases of the design process. It is divided into two stages: a vision-based and a specification-based stage. The vision-based stage has focus on user experience and applies visions, rather than specifications, as guidelines in the early phases of the concept development. Two types of visions are proposed in this stage: Goal visions and provocative visions. In the provocative visions elements of the goal visions are drawn to the extreme through fantasy scenarios. The methodology also integrates the physical arrangement of space and the use of scenario play, storytelling and mental visualisation exercises. It emphasises the extensive use of associative images and qualitative keywords. It also proposes the use of events, such as conceptual workshops and milestones, during the development process. Furthermore the methodology applies the vision-based model, with four levels of abstraction, as a supporting tool. Parts of the methodology (the vision-based stage) has been tried out and evaluated in the innovation course.

It is concluded that the methodology can help to improve creative collaboration in design teams, especially for projects that have a conceptual orientation and a focus on user experience. With an initial focus on visions it is argued that a design team may more easily create a shared understanding. Furthermore, with the active integration of

play and work with visions the methodology seems to be more process oriented, motivating and engaging than traditional methodology. It also integrates the active use of the body and senses and helps to avoid initial mental fixation to existing solutions. It is emphasised that it is important that the methodology is adapted to the specific company setting.

APA, Harvard, Vancouver, ISO, and other styles
4

Halin, Amy L. "Distributed team collaboration in a computer mediated task." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2004. http://library.nps.navy.mil/uhtbin/hyperion/04Mar%5FHalin.pdf.

Full text
Abstract:
Thesis (M.S. in Modeling, Virtual Environments, and Simulation)--Naval Postgraduate School, March 2004.
Thesis advisor(s): Rudolph P. Darken, Susan G. Hutchins. Includes bibliographical references (p. 167-168). Also available online.
APA, Harvard, Vancouver, ISO, and other styles
5

Biuk-Aghai, Robert P. "Patterns of virtual collaboration /." Electronic version, 2003. http://adt.lib.uts.edu.au/public/adt-NTSM20040630.160722/index.html.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Brittain, William Joseph. "A virtual collaboration model for dispersed project teams." Thesis, Durham University, 2013. http://etheses.dur.ac.uk/7352/.

Full text
Abstract:
In the pharmaceutical and medical device industry, non-conforming products can have serious health consequences for end users. Although much has been done to eliminate such products with respect to development and production processes, researchers have not yet explored, in depth, the relationship between the degree of virtuality with which project teams in the industry operate and the degree to which product quality may be compromised. The aim of this research was to develop a simple set of basic organisational enablers and project and team focussed processes that could be utilised by dispersed project teams to enhance their probability of successful project outcomes. A conceptual model was developed from the literature and the author’s experience of supporting virtual project teams in global organisations. This was tested by conducting an online survey with dispersed teams involved in the design, development or production of pharmaceutical and medical products to ascertain which variables negatively impacted project outcomes and which variables acted as enablers for successful goal achievement. The survey was conducted in one global organisation. The study highlighted key basic organisational inputs and project and team focussed processes that act as enablers for project success and can be implemented by managers and teams at all levels of ability and development. There was sufficient evidence to support recommending a focus on these enablers in a business context and as a basis for further research in an academic context. The implications of these findings are the provision of a basic framework for researchers to build on when investigating the enablers required for effective goal achievement in dispersed project teams and a simple model for use in business to enhance the probability of project success.
APA, Harvard, Vancouver, ISO, and other styles
7

Samarah, Imad M. "Collaboration technology support for knowledge conversion in virtual teams /." Available to subscribers only, 2006. http://proquest.umi.com/pqdweb?did=1240701241&sid=4&Fmt=2&clientId=1509&RQT=309&VName=PQD.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Bennett, Joe. "Constraint, creativity, copyright and collaboration in popular songwriting teams." Thesis, University of Surrey, 2014. http://researchspace.bathspa.ac.uk/5037/.

Full text
Abstract:
This PhD study starts with a single question: 'how do songwriters collaborate to write effective songs?' I will test several hypotheses, including 'amateur and professional songwriters demonstrate different behaviours','songwriting represents the collision of existing ideas', 'song form is market-driven', 'songwriters learn by hearing extant songs' and 'process and product are interrelated and it is possible to change the latter by consciously manipulating the former'. In testing the hypotheses, I will discuss the titular 'Four Cs' - Constraint, Creativity, Copyright and Collaboration. The last is explained easily in the central question; the first is necessitated by the inescapable fact that popular song exhibits statistically probable norms relating to characteristics such as harmony, form, lyric theme and rhyme. The second (Creativity) obviously requires originality, which in music manifests itself as the third - Copyright. Therefore, it is necessary to explore the constraints of song, and to consider songwriters' ability to cross the lower originality threshold of creativity defined by copyright. The research is itself constrained to a study of the work of 'professional' songwriters, defined as individuals whose work has generated income through royalties. I take the philosophical position that songs can only exist when there is an additional listener to hear them. Historically and culturally I define 'songwriting' as British and American popular songwriting as practised between 1952 and 2012 (the first 60 years of the 'singles chart' in the UK), although in some cases it will be necessary to make reference to slightly earlier sources . Three evidence bases are used: real-time recqrdings of songwriting sessions, immediate retrospective reports by songwriters, and later retrospective interviews. The first of these is auto-ethnographic; I have documented my own collaborative processes across a variety of real-world composition and songwriting projects. The research draws on existing academic literature, particularly in the fields of popular musicology and cognitive psychology, but also making reference to tertiary fields such as law, sociology, literature and philosophy. This thesis does not posit a 'template method' for songwriting - even a cursory examination of the evidence suggests that no such thing exists. Rather, the intention is to identify and analyse the way songwriting teams negotiate the creative and problem-solving challenges of writing effective songs.
APA, Harvard, Vancouver, ISO, and other styles
9

Halaby, Aceil. "Forecasting collaboration capacity by driving output in product teams." Thesis, Massachusetts Institute of Technology, 2017. http://hdl.handle.net/1721.1/113514.

Full text
Abstract:
Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2017.
Cataloged from PDF version of thesis.
Includes bibliographical references (page 95).
It is no doubt that globalization and free trade have brought competitive advantages of Innovation Driven Enterprises (I.D.E.s) to new levels. More specifically, managers are focused on improving and maximizing team collaboration to both increase capacity and utilization of their in-house talent and optimize company throughput and output. It has long been argued that performance and output are attributed to leadership, management and/or recruiting. However, new management and cognitive theories argue that optimizing output and team performance is now more of a science rather than just a conventional wisdom; conceiving a winning team now involves both predictive and nurturing responsibilities. This applies to all fields be it military, product development, medical, business, engineering and others to name a few. This thesis focuses on the new field of Integrated Design Management whereby multidisciplinary, innovative engines or product development teams are becoming essential entities for entrepreneurial survival and versatility during economic uncertainty. How can a product designer, an engineer and a businessman work together efficiently'? What makes the team perform better? Are there any rules for engagement or does skill lead output? How are people selected as part of a team? This thesis argues that creating an optimal product team should not be a stroke of luck but rather the result of applying new management sciences and team dynamics to better recruit and build for collaboration in today's fast-changing and competitive world. I believe that studying the correlation between three variables: compassion, collective intelligence and output in Integrated Design Management (I.D.M.) teams can lead to positive inferences relating to team formation and competitive work cultures. Through methods of measuring the latter variables in addition to observing product team habits and recording interviews with individuals enrolled in the I.D.M. program at MIT, the following thesis maps predictive variables across a system for nurturing successful team collaboration and output. The model constructed to forecast product team output, produced an r2 of 0.57, setting a benchmark for future models. This research also provides a template for future applications across multiple industries aimed at conceiving more collaborative teams with exceptional skills whose members may have been more comfortable working in isolation at the expense of creativity and efficiency.
by Aceil Halaby.
S.M. in Engineering and Management
APA, Harvard, Vancouver, ISO, and other styles
10

Krausman, Andrea S. "Understanding the Impact of Communication Delays on Distributed Team Interaction." Diss., Virginia Tech, 2019. http://hdl.handle.net/10919/88870.

Full text
Abstract:
Communication delay in distributed teams is salient problem, especially in operational setting where communication is critical to team safety and success. The present study investigated the impact of communication delays affect distributed team performance and processes, and if being able to see one's team member would lessen the effects of delays. In addition, team gender composition was investigated, to see how delays affected the interactions of same and mixed-gender teams, as well as teams with familiar and unfamiliar members. Lastly, a supplemental was performed on a subset of the experimental data to determine if teams with familiar members' communicated more efficiently than unfamiliar teams when coordination complexity was high. Thirty distributed dyads, were assigned the role of intelligence analysts, and performed a collaborative problem solving task, using audioconferencing and videoconferencing technologies. During the task, participants verbally shared and discussed information in order to solve a fictitious terror plot. Communication between team members was delayed by 0 ms, 800, or 1600 ms. Linear mixed models showed that participants took longer to solve the task at the 800 ms delay. Task accuracy was not affected by delays. At the 1600 ms delay, participants shared less information with each other, and rated their frustration higher compared to the 0 ms delay. Audiovisual technology affected overall workload scores, with lower scores at the 0 ms delay compared to the 800 ms delay. Although delays did not have the anticipated effect on familiar and same-gender teams, there were some interactive effects of interest. Specifically, in gender-diverse teams task accuracy was higher with audiovisual technology than audio-alone, but this effect was independent of delays. Also, familiar teams exhibited higher levels of cognitive trust across all levels of delay and technology. Results of the supplemental analysis showed no differences in communication efficiency between familiar and unfamiliar teams when coordination complexity was high. Based on the results of this work, recommendations were proposed for strategies to lessen the effects of communication delays and future research directions were outlined.
Doctor of Philosophy
Communication delay in distributed teams is salient problem, especially in operational settings where communication is critical to team safety and success. In previous work, communication delays have been shown to disrupt turn-taking in conversations and create instances of overlaps or interruptions. The present study was conducted to further investigate the effects of communication delays on various aspects of distributed team performance and to determine if being able to see one’s team member via video technology may potentially lessen the effects of delays. In addition, team gender composition was investigated, to see how delays affected the interactions of same and mixed-gender teams, as well as teams with familiar and unfamiliar members. Lastly, a supplemental analysis was performed using a subset of the experimental data to determine if teams with familiar members’ communicated more efficiently than unfamiliar teams when coordination complexity was high. Thirty distributed teams of two members or dyads, performed a collaborative problem solving task, using audio conferencing and videoconferencing technologies. During the task, participants verbally shared and discussed information in order to identify the solution to a fictitious terror plot. Communication between team members was delayed by 0 ms, 800, or 1600 ms. Overall, results showed that participants took longer to solve the task at the 800 ms delay, with no effects on task accuracy. At the 1600 ms delay, participants shared less information with each other, and rated their frustration higher compared to the 0 ms delay. When teams used audiovisual technology, workload scores were lower at 0 ms compared to the 800 ms delay. Although delays did not have the anticipated effects on familiar and same-gender teams, there were some other interesting effects that emerged. Namely, gender-diverse teams scored higher accuracy with audiovisual technology than audio-alone, but this effect was independent of delays. Also, teams with familiar members exhibited higher levels of cognitive trust across all levels of delay and technology. Results of the supplemental analysis showed that unfamiliar teams communicated more efficiently with audiovisual technology, but only when coordination complexity was low.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Collaboration in teams"

1

B, Henkin Alan, ed. Smart school teams: Strengthening skills for collaboration. Lanham, Md: University Press of America, 2001.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Aldinger, Loviah E. Strategies for teacher collaboration. Ann Arbor, MI: Exceptional Innovations, Inc., 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Models of collaboration. Boston: Allyn and Bacon, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Odenwald, Sylvia. GlobalSolutions for teams: Moving from collision to collaboration. Chicago, Ill: Irwin Professional Pub., 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Distributed team collaboration in organizations: Emerging tools and practices. Hershey, PA: Business Science Reference, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Shellard, Elizabeth. Harnessing the power of teacher collaboration to increase student learning. Arlington, Va: Education Research Service, 2004.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Hudson, Laurel J. Classroom collaboration. Watertown, MA: Perkins School for the Blind, 1997.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Fishbaugh, Mary Susan. The collaboration guide for early career educators. Baltimore, Md: P.H. Brookes Pub., 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Schrage, Michael. No more teams!: Mastering the dynamics of creative collaboration. New York: Currency Doubleday, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

M, Keller Kirsten, Menthe Lance, and Rhodes Carl 1970-, eds. Virtual collaboration for a distributed enterprise. Santa Monica, CA: RAND Corporation, 2013.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Collaboration in teams"

1

Mercurio, Ralph. "Teams." In Beginning Office 365 Collaboration Apps, 125–45. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3849-3_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Mercurio, Ralph, and Brian Merrill. "Teams." In Beginning Microsoft 365 Collaboration Apps, 127–49. Berkeley, CA: Apress, 2021. http://dx.doi.org/10.1007/978-1-4842-6936-7_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Ristikangas, Vesa, and Tapani Rinne. "Collaboration is a choice." In Stellar Management Teams, 124–32. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351244114-15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Gertsen, Martine Cardel, and Mette Zølner. "Global Teams." In Global Collaboration: Intercultural Experiences and Learning, 221–36. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137026064_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

McCreary, Elaine, and Madge Brochet. "Collaboration in International Online Teams." In Collaborative Learning Through Computer Conferencing, 69–85. Berlin, Heidelberg: Springer Berlin Heidelberg, 1992. http://dx.doi.org/10.1007/978-3-642-77684-7_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Silveira, Alberto S. "Streamlining the Collaboration Process." In Building and Managing High-Performance Distributed Teams, 85–100. Berkeley, CA: Apress, 2021. http://dx.doi.org/10.1007/978-1-4842-7055-4_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Zhu, Mengxiao, and Yoav Bergner. "Network Models for Teams with Overlapping Membership." In Innovative Assessment of Collaboration, 303–14. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-33261-1_19.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Fernandez-Orviz, Angela. "Ineffective Collaboration in Multi-Disciplinary Teams." In The Future of Transdisciplinary Design, 27–38. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-06382-9_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ashdown, M., and M. L. Cummings. "Asymmetric Synchronous Collaboration Within Distributed Teams." In Engineering Psychology and Cognitive Ergonomics, 245–55. Berlin, Heidelberg: Springer Berlin Heidelberg, 2007. http://dx.doi.org/10.1007/978-3-540-73331-7_26.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Aldea, Cosmina, Anca Draghici, and George Dragoi. "New Perspectives of Virtual Teams’ Collaboration." In Communications in Computer and Information Science, 176–85. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31800-9_19.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Collaboration in teams"

1

Kauffmann, David, and Golan Carmi. "E-collaboration of Virtual Teams." In the 2017 International Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3092027.3092039.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Hoffman, Guy, and Cynthia Breazeal. "Collaboration in Human-Robot Teams." In AIAA 1st Intelligent Systems Technical Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2004. http://dx.doi.org/10.2514/6.2004-6434.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Kleffmann, Markus, Matthias Book, and Volker Gruhn. "Supporting collaboration of heterogeneous teams in an augmented team room." In the 6th International Workshop. New York, New York, USA: ACM Press, 2014. http://dx.doi.org/10.1145/2661685.2661688.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Muñoz-Alcántara, Jesús. "Asynchronous Creative Collaboration in Distributed Design Teams." In DIS '16: Designing Interactive Systems Conference 2016. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2908805.2909425.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Phan, Thai, Wolfgang Honig, and Nora Ayanian. "Mixed Reality Collaboration Between Human-Agent Teams." In 2018 IEEE Conference on Virtual Reality and 3D User Interfaces (VR). IEEE, 2018. http://dx.doi.org/10.1109/vr.2018.8446542.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Agafonova, Anna, Cornelia Connolly, and Nicola Marsden. "Sexism in remote collaboration in student teams." In the 4th Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3196839.3196868.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Hamidi Rad, Radin, Ebrahim Bagheri, Mehdi Kargar, Divesh Srivastava, and Jaroslaw Szlichta. "Retrieving Skill-Based Teams from Collaboration Networks." In SIGIR '21: The 44th International ACM SIGIR Conference on Research and Development in Information Retrieval. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3404835.3463105.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Kasa, Richard, and Balazs Heidrich. "Knowledge generation and utilization in wiki supported teamwork – An experiment." In HEAd'16 - International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/head16.2016.2682.

Full text
Abstract:
With the rapid advance of communication technologies and the free-flow of information, the concept of collaboration extends beyond physical locations and time zones in the form of virtual teams that are globally connected. This study considers how modern Web 2.0 based collaborative technologies (wikis) relate knowledge creation and utilization in student groups and aims to find out if these collaborative technologies are better suited to tasks requiring extensive asynchronous collaboration in an educational setting. To perform controlled experiments a sample of student teams that have worked in technologically and demographically diverse groups was selected, from which we had 49 experimental and 48 control teams with 193 and 192 participants respectively. We found that wiki technologies do not suit all kinds of tasks and do not always increase knowledge creation, knowledge maintenance, problem solving and thus knowledge utilization in team collaboration.
APA, Harvard, Vancouver, ISO, and other styles
9

Caglayan, Bora, Ayse Basar Bener, and Andriy Miranskyy. "Emergence of developer teams in the collaboration network." In 2013 6th International Workshop on Cooperative and Human Aspects of Software Engineering (CHASE). IEEE, 2013. http://dx.doi.org/10.1109/chase.2013.6614729.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Podgorelec, Vili, and Luka Pavlic. "Supporting Collaboration of Medical Informatics Researchers and Teams." In Twentieth IEEE International Symposium on Computer-Based Medical Systems. IEEE, 2007. http://dx.doi.org/10.1109/cbms.2007.102.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Collaboration in teams"

1

Parrish, Kristen. A Path to Successful Energy Retrofits: Early Collaboration through Integrated Project Delivery Teams. Office of Scientific and Technical Information (OSTI), October 2012. http://dx.doi.org/10.2172/1169479.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Noble, David. A Cognitive Description of Collaboration and Coordination to Help Teams Identify and Fix Problems. Fort Belvoir, VA: Defense Technical Information Center, September 2002. http://dx.doi.org/10.21236/ada467861.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Xu, Jinsheng. Developing a Taxonomy of Characteristics and Features of Collaboration Tools for Teams in Distributed Environments. Fort Belvoir, VA: Defense Technical Information Center, September 2007. http://dx.doi.org/10.21236/ada477476.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Finomore, Victor S., Benjamin A. Knott, W. T. Nelson, Scott M. Galster, and Robert S. Bolia. The Effects of Multimodal Collaboration Technology on Subjective Workload Profiles of Tactical Air Battle Management Teams. Fort Belvoir, VA: Defense Technical Information Center, May 2007. http://dx.doi.org/10.21236/ada472488.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Morgan, Susan, Alexandra Mosser, and John Bixby. University of Miami Laboratory for Integrative Knowledge (U-LINK) Program Evaluation Report. University of Miami, 2020. http://dx.doi.org/10.33596/ovprs-19-2.

Full text
Abstract:
As one of the Roadmap Initiatives, U-LINK (University of Miami Laboratory for INtegrative Knowledge) is the University of Miami’s (UM’s) program to support innovative, problem-based interdisciplinary research. The U-LINK initiative is premised on the idea that the most significant challenges facing humanity, and therefore the most important research problems, require innovative and integrative approaches resulting from collaborations that bridge disciplines. The goal of U-LINK is to bring together faculty and trainees from multiple disciplines in collaboration with community stakeholders to develop and act on a shared vision of innovative solutions to grand societal challenges. To accomplish this goal, U-LINK provides training and funding opportunities for research teams, identifies common space(s) for teams to work together, creates interdisciplinary opportunities for UM undergraduate and graduate students, and helps UM faculty identify and pursue collaborative initiatives with faculty in other departments, schools, and colleges. This document details the features of the U-LINK program and provides data about outcomes of the program through 2019.
APA, Harvard, Vancouver, ISO, and other styles
6

Gluch, David P., Audrey J. Dorofee, Elizabeth A. Hubbard, and John J. Travalent. A Collaboration in Implementing Team Risk Management. Fort Belvoir, VA: Defense Technical Information Center, March 1996. http://dx.doi.org/10.21236/ada309157.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Lewis, Frank L. Trust-Based Collaborative Control for Teams on Communication Networks. Fort Belvoir, VA: Defense Technical Information Center, February 2012. http://dx.doi.org/10.21236/ada565194.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Hutchins, Susan G., and Tony Kendall. Analysis of Team Communications to Understand Cognitive Processes used During Team Collaboration. Fort Belvoir, VA: Defense Technical Information Center, June 2010. http://dx.doi.org/10.21236/ada525252.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Sedam, Michael W. Team Communication: The Social Identity Approach to Collaboration. Fort Belvoir, VA: Defense Technical Information Center, December 2015. http://dx.doi.org/10.21236/ad1009285.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Bauduin, Charity, Robert C. Schoen, Wendy Bray, Zachary M. Champagne, Naomi Iuhasz-Velez, and Amanda M. Tazaz. Formative Assessment Collaborative Team (FACT) Meetings. Tallahassee, FL: Florida Center for Research in Science, Technology, Engineering, and Mathematics, December 2016. http://dx.doi.org/10.17125/fsu.1493410046.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Collaboration in teams' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography