Journal articles: '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<.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

11

Chen, You, Nancy M. Lorenzi, Warren S. Sandberg, Kelly Wolgast, and Bradley A. Malin. "Identifying collaborative care teams through electronic medical record utilization patterns." Journal of the American Medical Informatics Association 24, e1 (August 28, 2016): e111-e120. http://dx.doi.org/10.1093/jamia/ocw124.

Full text

Abstract:

Objective: The goal of this investigation was to determine whether automated approaches can learn patient-oriented care teams via utilization of an electronic medical record (EMR) system. Materials and Methods: To perform this investigation, we designed a data-mining framework that relies on a combination of latent topic modeling and network analysis to infer patterns of collaborative teams. We applied the framework to the EMR utilization records of over 10 000 employees and 17 000 inpatients at a large academic medical center during a 4-month window in 2010. Next, we conducted an extrinsic evaluation of the patterns to determine the plausibility of the inferred care teams via surveys with knowledgeable experts. Finally, we conducted an intrinsic evaluation to contextualize each team in terms of collaboration strength (via a cluster coefficient) and clinical credibility (via associations between teams and patient comorbidities). Results: The framework discovered 34 collaborative care teams, 27 (79.4%) of which were confirmed as administratively plausible. Of those, 26 teams depicted strong collaborations, with a cluster coefficient > 0.5. There were 119 diagnostic conditions associated with 34 care teams. Additionally, to provide clarity on how the survey respondents arrived at their determinations, we worked with several oncologists to develop an illustrative example of how a certain team functions in cancer care. Discussion: Inferred collaborative teams are plausible; translating such patterns into optimized collaborative care will require administrative review and integration with management practices. Conclusions: EMR utilization records can be mined for collaborative care patterns in large complex medical centers.

APA, Harvard, Vancouver, ISO, and other styles

12

Drury, Jill L. "Collaboration Research for Crisis Management Teams." Foundations and Trends® in Human–Computer Interaction 3, no. 3 (2009): 139–212. http://dx.doi.org/10.1561/1100000020.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Siau, Keng, and Min Ling. "Mobile Collaboration Support for Virtual Teams." Journal of Database Management 28, no. 3 (July 2017): 48–69. http://dx.doi.org/10.4018/jdm.2017070103.

Full text

Abstract:

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

APA, Harvard, Vancouver, ISO, and other styles

14

Hallam, Pamela R., Henry R. Smith, Julie M. Hite, Steven J. Hite, and Bradley R. Wilcox. "Trust and Collaboration in PLC Teams." NASSP Bulletin 99, no. 3 (September 2015): 193–216. http://dx.doi.org/10.1177/0192636515602330.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Richards, Brett. "Intelligent Teams: The Dynamics of Collaboration." IEEE Engineering Management Review 35, no. 4 (2007): 41. http://dx.doi.org/10.1109/emr.2007.4489948.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Dullemond, Kevin, Ben van Gameren, and Rini van Solingen. "Collaboration Spaces for Virtual Software Teams." IEEE Software 31, no. 6 (November 2014): 47–53. http://dx.doi.org/10.1109/ms.2014.105.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Pasarón, Raquel. "Silos, Trust, Collaboration, Teams, and Tribes." Journal of Pediatric Surgical Nursing 4, no. 2 (2015): 51–53. http://dx.doi.org/10.1097/jps.0000000000000056.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Chang, Ping-Teng, Chih-Sheng Lin, Kuo-Chen Hung, Han-Hsiang Lee, and Ching-Hsiang Chang. "Collaboration and Competition Process." International Journal of Artificial Life Research 1, no. 3 (July 2010): 62–90. http://dx.doi.org/10.4018/jalr.2010070107.

Full text

Abstract:

The hybridization of genetic algorithms and the simplex method have been proven in literature as useful and promising in optimizations. Therefore, this paper proposes a multi-teams genetic-algorithm (MT-GA) hybrid developed toward extending the previous simplex-GA hybrids. The approach utilizes the simplex method as a united team and multi-teams collaboration and also competition search process in conjunction with the GAs. It is designed such that it has multi-teams with self-evolution (parallel applications of the simplex method), multi-teams communication and even mutual stimulation, and multi-teams survival competition as well as non-elite team breakup for individual relearning (with GAs) and re-forming the new teams. The extension of multi-teams GA thus provides the advantages and as previous simplex-GAs has been proved to outperform a number of other approaches. The experiments in this research show that the MT-GA generally outperforms the existing simplex-GAs for the indices of convergence rate (CPU time required), efficiency (number of function evaluations), and effectiveness (accuracy). Also, a further functional experiment of the MT-GA shows that the MT-GA can be a useful improved algorithm for the function optimization problems.

APA, Harvard, Vancouver, ISO, and other styles

19

Hewson, Edmund, and Gar Wai Chung. "Beyond the VLE: Transforming Online Discussion and Collaboration through Microsoft Teams." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 7, no. 3 (2021): 37–45. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.73.1004.

Full text

Abstract:

Microsoft Teams is a new collaborative working and digital community platform launched in 2017 as part of the Microsoft Office 365 suite of applications. It provides an online space ideally suited for collaboration and streamlining communication for anyone involved in online learning and teaching in Higher Education. In the Distance Learning Unit (DLU) at Leeds Beckett University, Teams has been piloted used as part of a University-wide pilot project to help transform the way we work with both staff and students, both on distance and classroom courses. This presentation will outline the wider context of the Teams pilot in the University and how it is being trialled as a potential replacement for other collaborative platforms. As an early adopter, the Distance Learning Unit has experimented with Teams to improve communication, collaborative working, and sharing of best practice within the team. The presentation will then focus on how these lessons have been applied in working with the Course Team and students on a fully online distance learning course to help boost student engagement, develop a more active learner community, facilitate collaborative working, enhance resource sharing and provide a more accessible, mobile learning experience. The presentation will look at both the challenges and benefits of moving collaboration and communication outside the VLE and present staff and student feedback on their experiences of using Teams instead of other more traditional VLE-based tools and the provision of a safe, collaborative space.

APA, Harvard, Vancouver, ISO, and other styles

20

Lehtonen, Miikka J., and Constance E. Kampf. "Virtual Teams and Knowledge Communication." International Journal of Sociotechnology and Knowledge Development 6, no. 3 (July 2014): 1–25. http://dx.doi.org/10.4018/ijskd.2014070101.

Full text

Abstract:

How does culture affect virtual teams and the knowledge communication processes in which they engage? As virtual spaces are increasingly used to support teams and establish collaboration in cross-cultural projects, the notion of cross-cultural communication can be understood as shifting from contextual perspective to a semiotic perspective. That is to say, although the team members are using the same vocabulary they might attach different meanings to and have different knowledge about them thus highlighting the importance of approaching virtual teams and collaboration from a semiotic perspective. To look at how knowledge about virtual work is established in a multinational context, the authors interviewed members of a team that connects Finland and India. Results reveal five objects shared between the team members with varying knowledge about them. By making these differences in knowledge visible through semiotics the authors are calling for a more nuanced understanding of cross-cultural collaboration that draws on and extends the existing body of knowledge on virtual teams and collaboration.

APA, Harvard, Vancouver, ISO, and other styles

21

Dederichs, Anne, and Jan Karlshøj. "Multidisciplinary Teaching - Changing Collaboration during Building Design." Advanced Materials Research 168-170 (December 2010): 2382–86. http://dx.doi.org/10.4028/www.scientific.net/amr.168-170.2382.

Full text

Abstract:

Traditionally the design phase was carried out by one single person – the master builder. Industrialization and technical development led to a split of the role of the design master into two: the architect and the engineer. Today, demands on functionality such as energy and cost efficiency led to an increasing need of functioning collaboration in large teams during the design phase; as well as a need of new work methods within the process. This calls for employees who are experienced in collaborating in interdisciplinary teams. To fulfill this demand a multidisciplinary course in “Advanced building design” has been developed at the Technical University of Denmark. The goal of the course is to provide training in teamwork at the final stage of the engineering education. The course has been carried out twice. It was held by a multidisciplinary team of professors in periods 2008/09 and 2009/10. The team of professors and the student teams had similar working conditions. These teams were subject of a questionnaire investigation on collaboration and team work. The study has the following findings. Collaboration can be learned and improves in time. It is shown that the team leader is not necessarily to be found within on specific profession. The team-structure was generally flat and decisions were mostly made in consensus. It is worthwhile to offer a multidisciplinary course and give engineering students experience in collaboration methods.

APA, Harvard, Vancouver, ISO, and other styles

22

Krawczyk-Bryłka, Beata, Katarzyna Stankiewicz, Paweł Ziemiański, and Michał T. Tomczak. "Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education." Education Sciences 10, no. 12 (December 2, 2020): 364. http://dx.doi.org/10.3390/educsci10120364.

Full text

Abstract:

In the situation of a permanent change and increased competition, business ventures are more and more often undertaken not by individuals but by entrepreneurial teams. The main aim of this paper is to examine the team principles implemented by effective entrepreneurial teams and how they differ in nascent and established teams. We also focused on the relationship between the implementation of these rules by entrepreneurial team members and their evaluation of venture performance and personal satisfaction. The quantitative method was used: a list of nine items describing the principles important for the entrepreneurial teams’ collaboration was included in a questionnaire conducted in a group of 106 Polish entrepreneurs who run their businesses as members of entrepreneurial teams. The results of the research showed that all the collaboration principles included in the prepared scale are implemented by the tested entrepreneurial teams; in the case of two particular items, the obtained scores were higher in nascent teams. The correlation between principle implementation and venture performance as well as the correlation between principle implementation and entrepreneurs’ professional satisfaction was confirmed. In addition, the goal was to emphasize the importance of the entrepreneurial team’s collaboration due to its effectiveness, and propose the prepared scale as a tool for entrepreneurial reflective learning. Finally, statements by members of two entrepreneurial teams concerning team collaboration are presented to deliver case studies that can be used during entrepreneurship courses.

APA, Harvard, Vancouver, ISO, and other styles

23

Alhaji, Basel, Janine Beecken, Rüdiger Ehlers, Jan Gertheiss, Felix Merz, Jörg P. Müller, Michael Prilla, et al. "Engineering Human–Machine Teams for Trusted Collaboration." Big Data and Cognitive Computing 4, no. 4 (November 23, 2020): 35. http://dx.doi.org/10.3390/bdcc4040035.

Full text

Abstract:

The way humans and artificially intelligent machines interact is undergoing a dramatic change. This change becomes particularly apparent in domains where humans and machines collaboratively work on joint tasks or objects in teams, such as in industrial assembly or disassembly processes. While there is intensive research work on human–machine collaboration in different research disciplines, systematic and interdisciplinary approaches towards engineering systems that consist of or comprise human–machine teams are still rare. In this paper, we review and analyze the state of the art, and derive and discuss core requirements and concepts by means of an illustrating scenario. In terms of methods, we focus on how reciprocal trust between humans and intelligent machines is defined, built, measured, and maintained from a systems engineering and planning perspective in literature. Based on our analysis, we propose and outline three important areas of future research on engineering and operating human–machine teams for trusted collaboration. For each area, we describe exemplary research opportunities.

APA, Harvard, Vancouver, ISO, and other styles

24

Cox, John Donald, and Matthew Lawrence Cole. "Emotional Intelligence and Collaboration: Implications for Teams." Academy of Management Proceedings 2016, no. 1 (January 2016): 13299. http://dx.doi.org/10.5465/ambpp.2016.13299abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

25

Kumar, Vijay, and Akhil Nungonda. "Microsoft Teams Approaches to Solve Collaboration Needs." International Journal of Computer Applications 182, no. 44 (March 15, 2019): 13–16. http://dx.doi.org/10.5120/ijca2019918561.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Haskins, Mark E., Jeanne Liedtka, and John Rosenblum. "Beyond teams: Toward an ethic of collaboration." Organizational Dynamics 26, no. 4 (March 1998): 34–50. http://dx.doi.org/10.1016/s0090-2616(98)90004-3.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Calefato, Fabio, and Christof Ebert. "Agile Collaboration for Distributed Teams [Software Technology]." IEEE Software 36, no. 1 (January 2019): 72–78. http://dx.doi.org/10.1109/ms.2018.2874668.

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Byrne, Patrick J., Chad Gordon, and W. P. Andrew Lee. "Face Transplant Teams and the Collaboration Imperative." JAMA Facial Plastic Surgery 16, no. 2 (March 2014): 83–84. http://dx.doi.org/10.1001/jamafacial.2013.2280.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Meirink, Jacobiene A., Jeroen Imants, Paulien C. Meijer, and Nico Verloop. "Teacher learning and collaboration in innovative teams." Cambridge Journal of Education 40, no. 2 (June 2010): 161–81. http://dx.doi.org/10.1080/0305764x.2010.481256.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Chapa, Orlando R., Sobha M. Fuller, Lisa J. Hernandez, and TaShauna McCray. "Competition Versus Collaboration in Health Care Teams." Creative Nursing 23, no. 2 (2017): 97–101. http://dx.doi.org/10.1891/1078-4535.23.2.97.

Full text

Abstract:

Innumerable teams have emerged in health care, spurred by the desire to improve patient quality and satisfaction, provide better population outcomes, and reduce per capita cost. Team leaders are faced with many choices in team development, such as collaboration or competition. Although each approach has unique advantages and disadvantages, is one approach better suited to building the teams needed in today’s environment? This review examines these two distinct team-building approaches. A literature review of these two approaches in light of the theoretical frameworks of social identity theory and team role theory shows support for both ends of the spectrum; however, collaboration was linked more often with highly successful and effective teams. Ultimately, the literature demonstrates that collaboration is better suited to developing teamwork capable of achieving today’s complex health care goals.

APA, Harvard, Vancouver, ISO, and other styles

31

Riikonen, Sini, Pirita Seitamaa-Hakkarainen, and Kai Hakkarainen. "Bringing maker practices to school: tracing discursive and materially mediated aspects of student teams’ collaborative making processes." International Journal of Computer-Supported Collaborative Learning 15, no. 3 (September 2020): 319–49. http://dx.doi.org/10.1007/s11412-020-09330-6.

Full text

Abstract:

Abstract The present investigation aimed to analyze the collaborative making processes and ways of organizing collaboration processes of five student teams. As a part of regular school work, the seventh-grade students were engaged in the use of traditional and digital fabrication technologies for inventing, designing, and making artifacts. To analyze complex, longitudinal collaborative making processes, we developed the visual Making-Process-Rug video analysis method, which enabled tracing intertwined with social-discursive and materially mediated making processes and zoomed in on the teams’ efforts to organize their collaborative processes. The results indicated that four of the five teams were able to take on multifaceted epistemic and fabrication-related challenges and come up with novel co-inventions. The successful teams’ social-discursive and embodied making actions supported each another. These teams dealt with the complexity of invention challenges by spending a great deal of their time in model making and digital experimentation, and their making process progressed iteratively. The development of adequate co-invention and well-organized collaboration processes appeared to be anchored in the team’s shared epistemic object.

APA, Harvard, Vancouver, ISO, and other styles

32

Lauren, Benjamin S. "Mapping the Workspace of a Globally Distributed “Agile” Team." International Journal of Sociotechnology and Knowledge Development 7, no. 2 (April 2015): 45–62. http://dx.doi.org/10.4018/ijskd.2015040104.

Full text

Abstract:

Collaborative activities have become an important consideration of contemporary workspace design, and this is especially in software development companies as teams work to innovate products and customer experiences. Meanwhile, globally distributed virtual teams have also grown more common, but collaborating across time zones presents a new set of challenge to navigate. To address some of these challenges, many organizations are also implementing more agile information design strategies. Architecting user-friendly work environments that support collaboration for globally distributed virtual teams practicing agile methodologies is not a simple task, however. This article reports results from a workplace study of a distributed team of information experience designers at a multinational software company as the team worked through reorganization of their internal processes and workflow. The case study illustrates which environmental design features caused disruptions and contradictions for the team as they participated in project work.

APA, Harvard, Vancouver, ISO, and other styles

33

COLAZO, JORGE. "STRUCTURAL CHANGES ASSOCIATED WITH TEMPORAL DISPERSION IN SOFTWARE DEVELOPMENT TEAMS: EVIDENCE FROM OPEN SOURCE SOFTWARE PROJECT TEAMS." International Journal of Innovation Management 18, no. 05 (October 2014): 1450030. http://dx.doi.org/10.1142/s1363919614500303.

Full text

Abstract:

Collaboration structure and temporal dispersion (TD) in teams have been studied independently so far. This study uses Media Synchronicity Theory (MST) to derive hypotheses positing that the structure of collaboration networks in distributed teams changes when those teams are more temporally dispersed. The empirical test of hypotheses using ordinary least squares with archival data from 230 open source software (OSS) projects shows that the collaboration structure networks of those OSS teams that are more temporally dispersed are sparser and more centralised, and these associations are stronger in those teams exhibiting higher relative performance. Theoretical and practical consequences are discussed.

APA, Harvard, Vancouver, ISO, and other styles

34

Ngoma, Ngoma Sylvestre, and Mary Lind. "Knowledge Transfer and Team Performance in Distributed Organizations." International Journal of Knowledge-Based Organizations 5, no. 2 (April 2015): 58–80. http://dx.doi.org/10.4018/ijkbo.2015040104.

Full text

Abstract:

The strategic significance of knowledge transfer to leverage team performance in geographically distributed organizations has been extensively studied. However, there is a dearth of scholarship about the interlacing dependencies between knowledge transfer, virtual collaboration, e-collaboration technologies and virtual team performance. This study explores the impact of virtual collaboration and e-collaboration technologies, mediated by knowledge transfer, on team performance in virtual environments. The authors report on the findings of multiple regressions and path analysis carried out on data collected from 219 key informants. The study found that virtual collaboration, e-collaboration technologies, and knowledge transfer differentially affect team performance. The authors propose a holistic framework which aligns virtual collaborative systems with business goals to advance the design and conceptualization of knowledge-based virtual teams.

APA, Harvard, Vancouver, ISO, and other styles

35

Koh, Elizabeth, Na Liu, and John Lim. "Gender and Anonymity in Virtual Teams." International Journal of E-Politics 2, no. 1 (January 2011): 1–16. http://dx.doi.org/10.4018/jep.2011010101.

Full text

Abstract:

With the advancement of information and communication technology, virtual teams are becoming more popular as geographical constraints in collaboration have become a non-issue. Features of the technology and characteristics of the group influence interaction processes and outcomes. Two elements are the focus of this paper. The first is anonymity, which has been made feasible by technology. The other concerns gender. Gender is an important research target, and its role in groupwork must not be overlooked. Both elements have aroused much interest across multiple research fields. The existing literature shows their potential in influencing team collaboration processes, satisfaction, and performance. In this paper, the authors present a process-based interpretation of virtual team collaboration, incorporating the anonymity of technology and the gender difference of team members. Using a multiple case study approach, the paper identifies a key set of process variables that shape team performance. The study also examines the interdependencies among the processes. Task-related activity that occurred during team discussion was affected by gender anonymity, and this influenced group performance and members’ satisfaction toward the collaboration process. Group dynamics, including member awareness, leader emergence, and member’s conformity, are salient process variables that affect the virtual team performance as well.

APA, Harvard, Vancouver, ISO, and other styles

36

Fu, Shixuan, Xusen Cheng, Linlin Su, Anil Bilgihan, and Fevzi Okumus. "Designing Collaboration Process Facilitation in Hotel Management Teams to Improve Collaboration Performance." International Journal of Hospitality Management 88 (July 2020): 102527. http://dx.doi.org/10.1016/j.ijhm.2020.102527.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Järvelä, Sanna, Hanna Järvenoja, Jonna Malmberg, and Allyson F. Hadwin. "Exploring Socially Shared Regulation in the Context of Collaboration." Journal of Cognitive Education and Psychology 12, no. 3 (2013): 267–86. http://dx.doi.org/10.1891/1945-8959.12.3.267.

Full text

Abstract:

Socially shared regulation of learning refers to processes by which group members regulate their collective activity. Successful individuals regulate their motivational, cognitive, and metacognitive engagement. Our hypothesis is that successful groups also share in regulating group processes. Following our earlier conceptual and empirical work on the social aspect of motivating and regulating learning (Hadwin & Järvelä, 2011; Järvenoja & Järvelä, 2009; Järvelä, Volet, & Järvenoja, 2010), our research questions are as follows: (a) What challenges do individuals and groups report experiencing during collaborative group work? (b) How do students collectively regulate these challenges at the time, and in future collaborations? (c) How do collaborative learning outcomes compare between groups with varying degrees of emerging shared regulation? We present an empirical study in which 18 graduate students worked in collaborative teams of 3–4 over an 8-week period. The nStudy (Winne, Hadwin, & Beaudoin, 2010) software was used for collaborative planning and work, as well as face-to-face and online collaboration between team members. Data included individual and collaborative statements about collaborative challenges, collaborative statements about contextual and future regulation strategies, collaborative learning performance, and log file traces of students’ contributions to collaborative chat discussions and planning activities. Findings indicated that the students expressed multiple challenges resulting in 3 kinds of regulation over time profiles: strong, progressive, and weak shared regulation. We also conclude that successful collaboration not only requires self-regulation but also allows each team member to support fellow team members to successfully regulate their learning and the team to come together to collectively regulate learning.

APA, Harvard, Vancouver, ISO, and other styles

38

Hämel, Kerstin, and Carina Vössing. "The collaboration of general practitioners and nurses in primary care: a comparative analysis of concepts and practices in Slovenia and Spain." Primary Health Care Research & Development 18, no. 05 (June 20, 2017): 492–506. http://dx.doi.org/10.1017/s1463423617000354.

Full text

Abstract:

Aim A comparative analysis of concepts and practices of GP-nurse collaborations in primary health centres in Slovenia and Spain. Background Cross-professional collaboration is considered a key element for providing high-quality comprehensive care by combining the expertise of various professions. In many countries, nurses are also being given new and more extensive responsibilities. Implemented concepts of collaborative care need to be analysed within the context of care concepts, organisational structures, and effective collaboration. Methods Background review of primary care concepts (literature analysis, expert interviews), and evaluation of collaboration in ‘best practice’ health centres in certain regions of Slovenia and Spain. Qualitative content analysis of expert interviews, presentations, observations, and group discussions with professionals and health centre managers. Findings In Slovenian health centres, the collaboration between GPs and nurses has been strongly shaped by their organisation in separate care units and predominantly case-oriented functions. Conventional power structures between professions hinder effective collaboration. The introduction of a new cross-professional primary care concept has integrated advanced practice nurses into general practice. Conventional hierarchies still exist, but a shared vision of preventive care is gradually strengthening attitudes towards team-oriented care. Formal regulations or incentives for teamwork have yet to be implemented. In Spain, health centres were established along with a team-based care concept that encompasses close physician–nurse collaboration and an autonomous role for nurses in the care process. Nurses collaborate with GPs on more equal terms with conflicts centring on professional disagreements. Team development structures and financial incentives for team achievements have been implemented, encouraging teams to generate their own strategies to improve teamwork. Conclusion Clearly defined structures, shared visions of care and team development are important for implementing and maintaining a good collaboration. Central prerequisites are advanced nursing education and greater acceptance of advanced nursing practice.

APA, Harvard, Vancouver, ISO, and other styles

39

Stevens, Ron, Chris Berka, and Marcia Sprang. "Neurophysiologic Collaboration Patterns during Team Problem Solving." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 53, no. 12 (October 2009): 804–8. http://dx.doi.org/10.1177/154193120905301209.

Full text

Abstract:

We have explored using neurophysiologic collaboration patterns as an approach for developing a deeper understanding of how teams collaborate when solving time-critical, complex real-world problems. Teams of three students solved substance abuse management simulations using IMMEX software while measures of mental workload (WL) and engagement (E) were generated by electroencephalography (EEG). Levels of high and low workload and engagement were identified for each member at each epoch statistically and the vectors consisting of these measures were clustered by self organizing artificial neural networks. The resulting cognitive teamwork patterns, termed neural synchronies, were different across six different teams. When the neural synchronies were compared across the team members of individual teams segments were identified where different synchronies were preferentially expressed. Some were expressed early in the collaboration when the team members were forming mental models of the problem, others were expressed later in the collaboration when the team members were sharing their mental models and converging on a solution. These studies indicate that non-random patterns of neurophysiologic synchronies can be observed across teams and members of a team when they are engaged in problem solving. This approach may provide an approach for monitoring the quality of team work during complex, real-world and possible one of a kind problem solving.

APA, Harvard, Vancouver, ISO, and other styles

40

Dossou Kpanou, Bidossessi, Kathleen Kelsey, and Kyle Bower. "An evaluation of social networks within federally funded research projects." Advancements in Agricultural Development 1, no. 3 (September 16, 2020): 42–54. http://dx.doi.org/10.37433/aad.v1i3.65.

Full text

Abstract:

United States federal agencies fund research to promote discovery and innovation. Most agencies require collaboration because teams promote productivity to a greater degree than singular researchers. However, the functionality and productivity of collaboration is poorly understood. The purpose of this study was to evaluate the collaborative structure of a federally funded entomology research team to determine the characteristics of the network structure and its impact on research collaboration using social network analysis (SNA) methodology. An online survey and interviews were used to collect data. The theories of social network, strong and weak ties, and scientific collaboration were employed to determine the degree of collaboration among team members. We found a low density pattern of collaboration that was associated with: (a) a centralized pattern, (b) the presence of sub-teams functioning like sub-networks, and (c) the presence of less interactive members. Our results confirm that the SNA approach was useful for evaluating network collaboration with innovative indicators to assess the dynamics of scientific collaboration. The study was limited by non-response. Future research should focus on collecting SNA data longitudinally of the whole network to determine how networking structure and benefits evolves over time, and how strong and weak ties impact scientific discovery.

APA, Harvard, Vancouver, ISO, and other styles

41

Messner, Wolfgang. "Measuring existent intercultural effectiveness in global teams." International Journal of Managing Projects in Business 8, no. 1 (January 5, 2015): 107–32. http://dx.doi.org/10.1108/ijmpb-05-2014-0044.

Full text

Abstract:

Purpose – Most intercultural frameworks assess intercultural competencies, but global businesses lack instruments to support the feedback loop, that is help project managers answer the question if an effective global team has been formed. The purpose of this paper is to develop and assess a new indicator for measuring the actual effectiveness of intercultural communication and collaboration at the individual and team level, the Mysore InterCultural Effectiveness (MICE) indicator. Design/methodology/approach – Based on a needs analysis in global businesses, international projects, and review of existing literature, a low-touch self-report indicator was developed. A test run in several international companies with live data obtained from 154 employees helped to validate the indicator using exploratory and confirmatory factor analysis. Findings – The MICE indicator is based on two scales: first, the effectiveness in interacting and collaborating with foreign counterparts by providing an answer to the question “how I think I am with them;” and second, the satisfaction with appropriateness of communication received from foreign interlocutors and the outcome of the collaboration by answering the question “how I think they are with me.” Originality/value – Empirical results indicate that the two scale/six factor model provides a good fit to the data. Using the MICE Indicator, it is now possible for project managers to effectively address shortcomings of intercultural communication skills in their international teams with the right type of intercultural training.

APA, Harvard, Vancouver, ISO, and other styles

42

Congalton, Jules, Keri Logan, and Barbara Crump. "Enhancing Collaboration in Ethnically Diverse Software Development Teams." Organizational Cultures: An International Journal 12, no. 2 (2013): 29–43. http://dx.doi.org/10.18848/2327-8013/cgp/v12i02/50900.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Ronfeldt, Matthew, Susanna Owens Farmer, Kiel McQueen, and Jason A. Grissom. "Teacher Collaboration in Instructional Teams and Student Achievement." American Educational Research Journal 52, no. 3 (June 2015): 475–514. http://dx.doi.org/10.3102/0002831215585562.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Peña, Elizabeth D., and Rosemary Quinn. "Developing Effective Collaboration Teams in Speech—Language Pathology." Communication Disorders Quarterly 24, no. 2 (March 2003): 53–63. http://dx.doi.org/10.1177/15257401030240020201.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Young, Carol, Rachel Hill, Greg Morris, and Fabiola Woods. "Engaging in Collaboration: A Team of Teams Approach." Kappa Delta Pi Record 52, no. 2 (April 2, 2016): 76–78. http://dx.doi.org/10.1080/00228958.2016.1156514.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Oliver, Debra Parker, Elaine M. Wittenberg-Lyles, and Michele Day. "Measuring Interdisciplinary Perceptions of Collaboration on Hospice Teams." American Journal of Hospice and Palliative Medicine® 24, no. 1 (February 2007): 49–53. http://dx.doi.org/10.1177/1049909106295283.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Bagshaw, Dale, Margret Lepp, and CeCelia R. Zorn. "International research collaboration: Building teams and managing conflicts." Conflict Resolution Quarterly 24, no. 4 (2007): 433–46. http://dx.doi.org/10.1002/crq.183.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Antonetti, Marilyne, and Alexandra Rufini. "Social norms, coordination and collaboration in heterogeneous teams." Managerial and Decision Economics 29, no. 7 (October 2008): 547–54. http://dx.doi.org/10.1002/mde.1417.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Avital, Michel, and Baldev Singh. "Collaboration trumps competition in high-tech project teams." International Journal of Organisational Design and Engineering 1, no. 4 (2011): 292. http://dx.doi.org/10.1504/ijode.2011.043808.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Cole, Jennifer, and T. K. Logan. "Interprofessional Collaboration on Sexual Assault Response Teams (SART)." Journal of Interpersonal Violence 25, no. 2 (June 4, 2009): 336–57. http://dx.doi.org/10.1177/0886260509334406.

Full text

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Collaboration in teams'

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