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Journal articles on the topic 'Managing teams'

Author: Grafiati

Published: 28 June 2021

Last updated: 29 July 2025

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1

Holpp, Lawrence. "Managing Teams." Team Performance Management: An International Journal 6, no. 3/4 (2000): 73–76. http://dx.doi.org/10.1108/tpm.2000.6.3_4.73.5.

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2

Roufaiel, Nazik S., and Marv Meissner. "Self‐managing teams." Benchmarking for Quality Management & Technology 2, no. 1 (1995): 21–37. http://dx.doi.org/10.1108/14635779510081625.

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3

Johne, Axel. "Self-managing teams." Technovation 12, no. 6 (1992): 415. http://dx.doi.org/10.1016/0166-4972(92)90008-6.

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4

Petreska, Ena. "MANAGING VIRTUAL TEAMS." Economic Development 24, no. 4 (2022): 160–73. http://dx.doi.org/10.55302/ed22244160p.

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5

LaBrosse, Michelle. "Managing virtual teams." Employment Relations Today 35, no. 2 (2008): 81–86. http://dx.doi.org/10.1002/ert.20205.

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6

Matsudaira, Kate. "Managing Hybrid Teams." Queue 21, no. 3 (2023): 5–16. http://dx.doi.org/10.1145/3606015.

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After three years of working remotely, many companies are asking their people to return to the office. Not everyone is coming back, however. With some people in the office and some still working from home, leaders must get this transition to hybrid work right. Hybrid is the worst of both worlds in some ways. You can easily end up creating two experiences?one for the people in the office and one for the remote workers?which can lead to problems that will compound over time and have long-term damaging effects on your team. For leaders who are navigating a newly hybridized work environment, this

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7

Tarim, T. B. "Managing technical professionals: managing remote teams." IEEE Engineering Management Review 41, no. 2 (2013): 3–4. http://dx.doi.org/10.1109/emr.2013.2259971.

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8

Jaqua, Ecler Ercole, and Terry Jaqua. "Managing Groups and Teams." International Journal of Research Studies in Medical and Health Sciences 6, no. 4 (2021): 6–8. http://dx.doi.org/10.22259/ijrsmhs.0604002.

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9

Dogan, Mustafa, and Pinar Yildirim. "Managing automation in teams." Journal of Economics & Management Strategy 31, no. 1 (2021): 146–70. http://dx.doi.org/10.1111/jems.12456.

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10

Monalisa, Mitali, Tugrul Daim, Fahim Mirani, Pranabesh Dash, Rabah Khamis, and Vijay Bhusari. "Managing Global Design Teams." Research-Technology Management 51, no. 4 (2008): 48–59. http://dx.doi.org/10.1080/08956308.2008.11657514.

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11

Gwynne, Peter. "Managing Culturally Diverse Teams." Research-Technology Management 52, no. 1 (2009): 68–69. http://dx.doi.org/10.1080/08956308.2009.11657550.

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12

Niederman, Fred, and Felix B. Tan. "Managing global IT teams." Communications of the ACM 54, no. 4 (2011): 24–27. http://dx.doi.org/10.1145/1924421.1924431.

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13

Staniforth, David, and Michael West. "Leading and managing teams." Team Performance Management: An International Journal 1, no. 2 (1995): 28–33. http://dx.doi.org/10.1108/13527599510075272.

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14

Harris, Philip R., and Kevin G. Harris. "Managing effectively through teams." Team Performance Management: An International Journal 2, no. 3 (1996): 23–36. http://dx.doi.org/10.1108/13527599610126247.

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15

Chansler, Phillip A., Paul M. Swamidass, and Cortlandt Cammann. "Self-Managing Work Teams." Small Group Research 34, no. 1 (2003): 101–20. http://dx.doi.org/10.1177/1046496402239579.

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16

Kulski, Martijntje M., and Rosemary Kerr. "Managing Teaching Teams Effectively." International Journal of Learning: Annual Review 18, no. 9 (2012): 149–60. http://dx.doi.org/10.18848/1447-9494/cgp/v18i09/47730.

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17

May, Carl. "Planning and managing teams." Health & Social Care in the Community 5, no. 4 (2007): 269–83. http://dx.doi.org/10.1111/j.1365-2524.1997.tb00123.x.

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18

Tang, Thomas Li-Ping, and Amy Beth Crofford. "Self-managing work teams." Employment Relations Today 22, no. 4 (1995): 29–39. http://dx.doi.org/10.1002/ert.3910220405.

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19

Massoud, M. Rashad, Leighann E. Kimble, Victor Boguslavsky, et al. "Managing hundreds of improvement teams." F1000Research 7 (October 31, 2018): 1722. http://dx.doi.org/10.12688/f1000research.16099.1.

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Recognizing the notable scale of USAID Applying Science to Strengthen and Improve Systems (ASSIST) Project activities and sizable number of improvement teams, which in some cases is close to 1,000 improvement teams managed in one country at a point in time, we sought to answer the questions: How do we manage hundreds of improvement teams in one country alone? How do we manage more than 4,000 improvement teams globally? The leaders of our improvement programs manage such efforts as though they are second-nature, without pointing to the specific skills and strategies needed to manage thousands o

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20

Karna, Wioleta J., and Agnieszka Knap-Stefaniuk. "Challenges in Managing Multicultural Teams." Perspektywy Kultury 26, no. 3 (2019): 67–86. http://dx.doi.org/10.35765/pk.2019.2603.07.

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The aim of the article is to identify challenges in managing multicultural teams, which, according to the authors, are extremely important in modern human resource management. This paper is based on literature studies and available reports. The authors prove that the challenges associated with the effective management of multicultural teams are very large, especially considering the stereotypes and prejudices related to the cultural diversity of employees and the diverse competences of managers who manage multicultural teams. The main value of the study is to clarify the need to raise the awar

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21

Worley, Rebecca B. "Managing Student Teams, Part I." Business Communication Quarterly 72, no. 1 (2008): 73–74. http://dx.doi.org/10.1177/1080569908330371.

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22

Worley, Rebecca B. "Managing Student Teams, Part Ii." Business Communication Quarterly 72, no. 2 (2009): 214–15. http://dx.doi.org/10.1177/1080569909334557.

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23

ten Brummelhuis, Lieke L., Annemarije Oosterwaal, and Arnold B. Bakker. "Managing Family Demands in Teams." Group & Organization Management 37, no. 3 (2012): 376–403. http://dx.doi.org/10.1177/1059601111435410.

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24

Pasmore, William A., and Susan Mlot. "Developing Self-Managing Work Teams." Compensation & Benefits Review 26, no. 4 (1994): 15–23. http://dx.doi.org/10.1177/088636879402600403.

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25

Chand, Sunil, and Maudie L. Holm. "MANAGING FOR RESULTS THROUGH TEAMS." Community College Journal of Research and Practice 22, no. 4 (1998): 363–79. http://dx.doi.org/10.1080/1066892980220405.

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26

Moore, Fiona. "Managing Multinational Teams: Global perspectives." Journal of International Management 12, no. 4 (2006): 513–15. http://dx.doi.org/10.1016/j.intman.2006.09.002.

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27

Hanson, Lee. "Society and self‐managing teams." International Journal of Social Economics 25, no. 1 (1998): 72–89. http://dx.doi.org/10.1108/03068299810194910.

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28

Navarro, James J. "Computer supported self‐managing teams." Journal of Organizational Computing 4, no. 3 (1994): 317–42. http://dx.doi.org/10.1080/10919399409540230.

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29

Schram, Peter. "Managing Insurgency." Journal of Conflict Resolution 63, no. 10 (2019): 2319–53. http://dx.doi.org/10.1177/0022002719832963.

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Why would an insurgent group turn away foreign fighters who volunteered to fight for its cause? To explain variation in foreign fighter usage, I present a novel perspective on what foreign fighters offer to militant groups. Because foreign fighters possess a different set of preferences from local fighters, integrated teams of foreign and local fighters can self-manage and mitigate the agency problems that are ubiquitous to insurgent groups. However, to create self-managing teams, insurgent leadership must oversee the teams’ formation. When counterinsurgency pressure prevents this oversight, f

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30

Cleveland, Simon, Jennifer Duve, Julia Maltz, Michelle McConnell, Bency Oonnoonny, and Lisa L. Williams. "Best Practices for Managing Dispersed Teams." International Journal of Smart Education and Urban Society 13, no. 1 (2022): 1–16. http://dx.doi.org/10.4018/ijseus.297068.

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Virtual teams have become increasingly common, particularly in the wake of the COVID-19 pandemic. Various industries and organizations have transitioned to working remotely, and project management is no exception. Incorporating a dispersed team into the context of international projects further affects the project implementation, creating both benefits and challenges. This study examines the topic of international project management within dispersed teams and focuses on five core challenges, including: 1) language and communication issues, 2) time zone differences, 3) sociocultural differences

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31

Weerheim, Wilke, Lisa Van Rossum, and Wouter Dirk Ten Have. "Successful implementation of self-managing teams." Leadership in Health Services 32, no. 1 (2019): 113–28. http://dx.doi.org/10.1108/lhs-11-2017-0066.

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Purpose Following health-care organisations, many mental health-care organisations nowadays consider starting to work with self-managing teams as their organisation structure. Although the concept could be effective, the way of implementing self-managing teams in an organisation is crucial to achieve sustainable results. Therefore, this paper aims to examine how working with self-managing teams can be implemented successfully in the mental health-care sector where various factors for the successful implementation are distinguished. Design/methodology/approach This qualitative case study is exe

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32

Grosse, Christine Uber. "Managing Communication within Virtual Intercultural Teams." Business Communication Quarterly 65, no. 4 (2002): 22–38. http://dx.doi.org/10.1177/108056990206500404.

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As global companies increasingly rely on virtual teams to conduct short- and long- term projects, business students need to be prepared to manage the communication of intercultural teams. Communicating across cultures using technology can be a difficult task. It requires understanding the advantages and limitations of technol ogy and how to build relationships via technology. Virtual team members need to choose an appropriate communication channel for their purposes and be sure to balance distance work with face-to-face communication. Team leaders should encourage open communication and brains

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33

Iles, Paul, and Paromjit Kaur Hayers. "Managing diversity in transnational project teams." Journal of Managerial Psychology 12, no. 2 (1997): 95–117. http://dx.doi.org/10.1108/02683949710164190.

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34

Humes, Michelle, and Anne H. Reilly. "Managing Intercultural Teams: the Eorganization Exercise." Journal of Management Education 32, no. 1 (2007): 118–37. http://dx.doi.org/10.1177/1052562906294988.

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35

Behfar, Kristin, Ray Friedman, and Jeanne Brett. "Managing Co-occurring Conflicts in Teams." Group Decision and Negotiation 25, no. 3 (2015): 501–36. http://dx.doi.org/10.1007/s10726-015-9450-x.

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36

Thoms, Peg, Jeffrey K. Pinto, Diane H. Parente, and Vanessa Urch Druskat. "Adaptation to Self-Managing Work Teams." Small Group Research 33, no. 1 (2002): 3–31. http://dx.doi.org/10.1177/104649640203300101.

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37

Glinkowska, Beata. "Managing Teams in the Multicultural Organizations." Journal of Intercultural Management 8, no. 2 (2016): 55–70. http://dx.doi.org/10.1515/joim-2016-0009.

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Abstract A modern manager must possess multiple features and skills, which can allow him to solve problems and challenges occurring in management of multicultural teams. In each system an organization is different and it is impossible to create one coherent model of managing multicultural teams or organizations. A number of barriers and problems should be accounted for and the organizational diagnosis is a base for preparing strategies of adequate multicultural organization management. Due to the editorial restrictions, the main focus of the article is in problems and barriers in management of

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38

Cousins, Karlene C., Daniel Robey, and Ilze Zigurs. "Managing strategic contradictions in hybrid teams." European Journal of Information Systems 16, no. 4 (2007): 460–78. http://dx.doi.org/10.1057/palgrave.ejis.3000692.

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39

Godfrey Ochieng, Edward, and Andrew David Price. "Framework for managing multicultural project teams." Engineering, Construction and Architectural Management 16, no. 6 (2009): 527–43. http://dx.doi.org/10.1108/09699980911002557.

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40

Neck, Christopher P., Mary L. Connerley, Carla A. Zuniga, and Sanjay Goel. "Family Therapy Meets Self-Managing Teams." Journal of Applied Behavioral Science 35, no. 2 (1999): 245–59. http://dx.doi.org/10.1177/0021886399352007.

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41

Hill, Kathryn. "Book Review: Managing Multi‐disciplinary Teams." Mental Health Review Journal 5, no. 1 (2000): 27. http://dx.doi.org/10.1108/13619322200000008.

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42

Thamhain, Hans J. "Managing innovative R&D teams." R and D Management 33, no. 3 (2003): 297–311. http://dx.doi.org/10.1111/1467-9310.00299.

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43

Glass, Kathleen K., and Lucinda M. Sanders. "Managing Organizational Handoffs with Empowered Teams." AT&T Technical Journal 71, no. 3 (1992): 22–30. http://dx.doi.org/10.1002/j.1538-7305.1992.tb00162.x.

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44

Hadzhiev, Kristiyan. "MANAGING VIRTUAL TEAMS – THEORY AND METHODOLOGY." Economic Thought journal 62, no. 2 (2017): 30–70. http://dx.doi.org/10.56497/etj1762202.

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This paper studies the types of management teams and identifies the essential characteristics of organizational models applied in management practice: work group – team – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed. The multilateral relationships in the integrative models most cited in the last 20 years are explored

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45

Mestergazi, F. G., P. V. Pavlovsky, and A. S. Kumkin. "Features of managing volunteer project teams." Journal of Project Management 1, no. 1 (2025): 35–44. https://doi.org/10.26425/3034-6916-2025-1-1-35-44.

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The article examines the phenomenon of volunteer movement in the Russian Federation (hereinafter referred as RF) as a process with charitable orientation that includes traditional forms of mutual assistance, official provision of services, and other forms of assistance. The authors of this article have analysed the main problems that arise during the implementation of volunteer projects (emotional burnout among volunteers, staff turnover, lack of competencies, high level of bureaucratisation, and difficulties in reporting, financial instability of non-profit organisations and others) and oppor

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46

Phulpagar, Santosh. "Managing Global Teams and a Multicultural Workforce." NHRD Network Journal 13, no. 4 (2020): 464–71. http://dx.doi.org/10.1177/2631454120971913.

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In order to enable organisations to succeed in contemporary times, it has become necessary for them to draw upon a range of actors located in different geographies. Instead of viewing the multiple cultures of employees located in different geographies as hindrances, it is useful for teams to view them as sources for designing a unique culture. Also, teams may benefit from embracing the paradoxes that are inherent to the context of globally distributed members. Teams need to recognize that the issue of utmost importance is the growth and evolution of their project. In order for a project to ach

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47

Chinowsky, Paul, and Robin Goodman. "Managing Interdisciplinary Project Teams Through the Web." JUCS - Journal of Universal Computer Science 2, no. (9) (1996): 597–609. https://doi.org/10.3217/jucs-002-09-0597.

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The introduction of new communication technologies such as the World Wide Web are creating unique opportunities for AEC project teams to develop new coordination and communication strategies. Of particular interest is the capability of teams to interact remotely in a virtual team environment. However, this evolution of project team interactions is introducing a diverse range of new issues in project management and process control which requires a new generation of management frameworks. This paper introduces the requirements of these management frameworks as developed through studies of interd

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48

Asgary, Nader, and Hans Thamhain. "Leadership Lessons from Managing Multinational Project Teams." International Journal of Innovation and Technology Management 13, no. 02 (2016): 1650007. http://dx.doi.org/10.1142/s0219877016500073.

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The challenges of managing culturally diverse and globally dispersed project teams are examined in a field study of multinational product developments. Our objectives are to improve the understanding of the: (i) dynamics and interaction of culturally diverse project teams and (ii) influences of managerial leadership on performance. Special focus is on complex, technology-based, geographically dispersed project environments. The findings provide insight into the business processes, organizational conditions and managerial leadership style most conducive to high team performance in complex and c

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49

Veldsman, Theo H. "The philosophy behind self-managing work teams." South African Journal of Business Management 26, no. 4 (1995): 152–60. http://dx.doi.org/10.4102/sajbm.v26i4.834.

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In recent times the work team, in contrast to the individual and his/her job, has been propagated as the most appropriate means around which to build the organization of the future. It is hoped that the use of the team as the basic building block of the future organization will release the desired synergy to meet the challenges posed by the new business order self-managing teams have been proposed as the pinnacle of the team-based organization. The purpose of this article is to discuss the philosophy behind self-managing work teams and indicate how they differ from traditional teams in organiz

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50

Furst, Stacie A., Martha Reeves, Benson Rosen, and Richard S. Blackburn. "Managing the life cycle of virtual teams." Academy of Management Perspectives 18, no. 2 (2004): 6–20. http://dx.doi.org/10.5465/ame.2004.13837468.

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