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Journal articles on the topic 'Self-managed teams'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Adrian, Marc. "SELF-MANAGED WORK TEAMS: AN EFFICIENCY-RATIONALE FOR PAY COMPRESSION." American Journal of Management and Economics Innovations 05, no. 05 (2023): 08–11. http://dx.doi.org/10.37547/tajmei/volume05issue05-03.

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This article delves into the concept of self-managed work teams and investigates the efficiency-rationale for implementing pay compression within such teams. By examining existing research and theoretical frameworks, this study aims to shed light on the relationship between self-managed work teams, pay compression, and organizational efficiency. The findings highlight the potential benefits of pay compression in promoting teamwork, collaboration, and overall productivity within self-managed work teams. Self-managed work teams have gained attention as a means to enhance employee empowerment and

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2

Nicholls, Chantell E., Henry W. Lane, and Mauricio Brehm Brechu. "Taking self-managed teams to Mexico." Academy of Management Perspectives 13, no. 3 (1999): 15–25. http://dx.doi.org/10.5465/ame.1999.2210310.

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3

Thibodeaux, Mary S., and Sandy K. Faden. "Organizational Design for Self‐managed Teams." Industrial Management & Data Systems 94, no. 10 (1994): 20–25. http://dx.doi.org/10.1108/02635579410073495.

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4

Poon-Richards, Craig. "Self-Managed Teams for Library Management." Journal of Library Administration 22, no. 1 (1996): 67–84. http://dx.doi.org/10.1300/j111v22n01_05.

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5

Hurst, Keith, Jackie Ford, and Cath Gleeson. "Evaluating self‐managed integrated community teams." Journal of Management in Medicine 16, no. 6 (2002): 463–83. http://dx.doi.org/10.1108/02689230210450016.

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6

Kulisch, Tony, and David K. Banner. "Self‐managed Work Teams: An Update." Leadership & Organization Development Journal 14, no. 2 (1993): 25–29. http://dx.doi.org/10.1108/01437739310032692.

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7

Giordan, Judith C., and Angela M. Ahern. "Self-Managed Teams: Quality Improvement in Action." Research-Technology Management 37, no. 3 (1994): 33–37. http://dx.doi.org/10.1080/08956308.1994.11670981.

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8

Carte, Traci A., Laku Chidambaram, and Aaron Becker. "Emergent Leadership in Self-Managed Virtual Teams." Group Decision and Negotiation 15, no. 4 (2006): 323–43. http://dx.doi.org/10.1007/s10726-006-9045-7.

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9

Roper, Kathy O., and Deborah R. Phillips. "Integrating self‐managed work teams into project management." Journal of Facilities Management 5, no. 1 (2007): 22–36. http://dx.doi.org/10.1108/14725960710726328.

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10

Luis Alves Pais, Celso. "Self‐managed teams in the auto components industry." Team Performance Management: An International Journal 16, no. 7/8 (2010): 359–87. http://dx.doi.org/10.1108/13527591011090646.

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11

Appelbaum, Steven H., Mary Bethune, and Rhonda Tannenbaum. "Downsizing and the emergence of self‐managed teams." Participation and Empowerment: An International Journal 7, no. 5 (1999): 109–30. http://dx.doi.org/10.1108/14634449910287837.

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12

Magjuka, Richard J. "Survey: Self-managed teams achieve continuous improvement best." National Productivity Review 11, no. 1 (1991): 51–57. http://dx.doi.org/10.1002/npr.4040110107.

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13

Carroll, Bob. "Self-Managed knowledge teams simplify high-tech manufacturing." National Productivity Review 18, no. 2 (1999): 35–39. http://dx.doi.org/10.1002/npr.4040180207.

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14

Jabbouri, Nada Ismaeel, and Emad Mansi Hamoud. "The role of the effectiveness of self-managed teams in improving the quality of services / an applied study in Ramadi municipality." Journal of Economics and Administrative Sciences 26, no. 118 (2020): 12–31. http://dx.doi.org/10.33095/jeas.v26i118.1852.

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This research aims to identify the effective role of self-managed teams in the quality of service performance in the directorate of Ramadi municipality. The problematic nature of our research involves this main question of the effective role of self-managed teams in the Municipality of Ramadi in improving the services of performance quality to the beneficiaries from the Directorate service. The importance of this study lies in the role played by the work teams in the organizations that excel in their field, the attendant of the changes in the leadership, administrative roles of the institution

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15

Valdes-Flores, Patricia, and Javier Arturo Campos-Rodriguez. "Personal Skills, Job Satisfaction, And Productivity In Members Of High Performance Teams." College Teaching Methods & Styles Journal (CTMS) 4, no. 1 (2011): 81. http://dx.doi.org/10.19030/ctms.v4i1.5052.

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The intention of the study is to identify the development of personal skills, as well as the increase of job satisfaction and productivity of the employee, as a result of their participation in high performance teams. Volunteered in the study 139 members of self-managed teams belonging to the Production Area, 39 of Operational Administrative teams, 19 members of Cross-Functional teams and 6 of 6-Sigma Projects, all of them belonging to a company of the Maquiladora Industry in Tijuana, B.C., Mico. The study indicates that 100% of the members of the Production Area teams and the Operational Admi

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16

Stokes, Stewart L. "MOVING TOWARD SELF-DIRECTION An Action Plan for Self-Managed Teams." Information Systems Management 11, no. 1 (1994): 40–46. http://dx.doi.org/10.1080/10580539408964618.

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17

Tallman, Rick. "Factors That Influence Relationships In Self-Managed Work Teams." International Journal of Management & Information Systems (IJMIS) 15, no. 4 (2011): 105. http://dx.doi.org/10.19030/ijmis.v15i4.5807.

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Leaders and members have different roles in self-managed work teams. This paper examines the extent to which specific characteristics in the other relates to leaders and members perception of relationship quality. The results indicate that members values of fairness and honesty, their negative affective disposition, and their self-management ability were related to leaders perceptions of the quality of the relationship. From the members perspective the only significant predictor of the quality of the relationship was the leaders task ability. The characteristics of members and leaders that rel

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18

Carte, Traci, and Aaron Becker. "Emergent Leadership in Self-managed Virtual Teams: A Replication." AIS Transactions on Replication Research 3 (December 2017): 1–12. http://dx.doi.org/10.17705/1atrr.00020.

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19

Gilboa, Avi, and Malka Tal-Shmotkin. "String quartets as self-managed teams: An interdisciplinary perspective." Psychology of Music 40, no. 1 (2010): 19–41. http://dx.doi.org/10.1177/0305735610377593.

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20

Solansky, Stephanie T. "Leadership Style and Team Processes in Self-Managed Teams." Journal of Leadership & Organizational Studies 14, no. 4 (2008): 332–41. http://dx.doi.org/10.1177/1548051808315549.

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21

Hedlund, Jennifer. "What Do We Know About Self-Managed Work Teams?" Contemporary Psychology 44, no. 1 (1999): 37–39. http://dx.doi.org/10.1037/001926.

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22

Singer, Joe, and Steve Duvall. "High-Performance Partnering by Self-Managed Teams in Manufacturing." Engineering Management Journal 12, no. 4 (2000): 9–16. http://dx.doi.org/10.1080/10429247.2000.11415087.

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23

Gust‐Thomason, Suzzanne, and John T. Yantis. "ASSESSMENT OF TEAM LEADER EFFECTIVENESS WITHIN SELF‐MANAGED TEAMS." Community College Journal of Research and Practice 22, no. 2 (1998): 159–67. http://dx.doi.org/10.1080/1066892980220207.

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24

Proença, Teresa. "Self-managed work teams: an enabling or coercive nature." International Journal of Human Resource Management 21, no. 3 (2010): 337–54. http://dx.doi.org/10.1080/09585190903546870.

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25

Mcnair, Lisa D., Chad Newswander, Daniel Boden, and Maura Borrego. "Student and Faculty Interdisciplinary Identities in Self-Managed Teams." Journal of Engineering Education 100, no. 2 (2011): 374–96. http://dx.doi.org/10.1002/j.2168-9830.2011.tb00018.x.

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26

Yeatts, D. E., C. Cready, B. Ray, A. DeWitt, and C. Queen. "Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams." Gerontologist 44, no. 2 (2004): 256–61. http://dx.doi.org/10.1093/geront/44.2.256.

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27

Caplan, Victoria F., and Eunice S. P. Wong. "Diversity within unity: jazzing up sustainable information literacy teams." Library Management 37, no. 6/7 (2016): 326–39. http://dx.doi.org/10.1108/lm-05-2016-0039.

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Purpose The purpose of this paper is to show how one medium-sized research library sustainably delivers large scale integrated library instruction via team efforts that allow for (and encourage) librarians diverse teaching approaches within a unified team. Design/methodology/approach This paper examines an individual case within the context of library and management research literature. Findings A self-managed library instruction team, using agreed upon learning outcomes and supported by good infrastructure, communication skills and tools, and within administration supportive of professional d

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28

den Hartog, Sophie C., J. Malte Runge, Gudrun Reindl, and Jonas W. B. Lang. "Linking Personality Trait Variance in Self-Managed Teams to Team Innovation." Small Group Research 51, no. 2 (2019): 265–95. http://dx.doi.org/10.1177/1046496419865325.

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Researchers have suggested that some personality traits are associated with better team functioning when team members are homogeneous, whereas other personality traits improve team functioning when team members are heterogeneous. This article extends these ideas to team innovation and examines (a) how team variance in extraversion, agreeableness, openness, and conscientiousness relates to innovation in teams; and (b) how these relationships dynamically evolve over time. Our study included 704 surveys completed by 243 team members in 32 teams, at three time points. Results revealed that teams w

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29

Bunderson, J. Stuart, and Peter Boumgarden. "Structure and Learning in Self-Managed Teams: Why “Bureaucratic” Teams Can Be Better Learners." Organization Science 21, no. 3 (2010): 609–24. http://dx.doi.org/10.1287/orsc.1090.0483.

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30

Banner, David K. "Self-Managed Work Teams: an innovation whose time has come?" Creativity and Innovation Management 2, no. 1 (1993): 27–36. http://dx.doi.org/10.1111/j.1467-8691.1993.tb00066.x.

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31

Sexton, Carol. "Self‐managed Work Teams: TQM Technology at the Employee Level." Journal of Organizational Change Management 7, no. 2 (1994): 45–52. http://dx.doi.org/10.1108/09534819410056122.

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32

Tal‐Shmotkin, Malka, and Avi Gilboa. "Do behaviors of string quartet ensembles represent self‐managed teams?" Team Performance Management: An International Journal 19, no. 1/2 (2013): 57–71. http://dx.doi.org/10.1108/13527591311312097.

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33

Polley, Douglas, and Barbara Ribbens. "Sustaining self‐managed teams: a process approach to team wellness." Team Performance Management: An International Journal 4, no. 1 (1998): 3–21. http://dx.doi.org/10.1108/13527599810212087.

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34

Adrian, Nana, and Marc Möller. "Self‐managed work teams: An efficiency‐rationale for pay compression." Journal of Economics & Management Strategy 29, no. 2 (2020): 315–34. http://dx.doi.org/10.1111/jems.12339.

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35

Krause, Simon, Hana Stojanová, Viktoria Joy Behrens, and Johannes Engelbert Hangl. "Self-managed teams - a literature review of a project organisation." International Journal of Project Organisation and Management 16, no. 3 (2024): 292–308. http://dx.doi.org/10.1504/ijpom.2024.140408.

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36

de Jong, Ad, Ko de Ruyter, Sandra Streukens, and Hans Ouwersloot. "Perceived uncertainty in self‐managed service teams: an empirical assessment." International Journal of Service Industry Management 12, no. 2 (2001): 158–83. http://dx.doi.org/10.1108/09564230110387533.

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37

Yang, Olivia. "Shared leadership in self-managed teams: A competing values approach." Total Quality Management 7, no. 5 (1996): 521–34. http://dx.doi.org/10.1080/09544129610621.

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38

Yang, Seung-Bum, and Mary E. Guy. "The Effectiveness of Self-Managed Work Teams in Government Organizations." Journal of Business and Psychology 26, no. 4 (2010): 531–41. http://dx.doi.org/10.1007/s10869-010-9205-2.

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39

Sarkambayeva, Sh, A. Akzambekkyzy, Satyanand Singh, and A. Tsekhovoy. "Exploring Self-Management Practices in SMES: Insights from an Initial Survey." HighTech and Innovation Journal 5, no. 3 (2024): 774–93. http://dx.doi.org/10.28991/hij-2024-05-03-016.

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Self-managed teams are perceived as highly productive and have been actively studied in recent times. Considering this, the notion of the utility of establishing and cultivating such teams in small and medium-sized businesses in Kazakhstan has emerged, aiming to enhance their role in the country's economic development. Therefore, the authors of this article have resolved to conduct an empirical study on teams operating within the SMEs sector of Kazakhstan. This study aims to present the findings of an initial survey conducted among employees of small and medium-sized enterprises to characteriz

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40

Kamari, Daniel. "Competences in the new model of economic development." Obshchestvo i ekonomika, no. 8 (2022): 29. http://dx.doi.org/10.31857/s020736760021494-2.

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Organizational innovations in companies and government institutions move society in a certain direction. The largest international corporations are moving to a self-managed model and to self-managed teams. However, the effect of this accelerated transition shows that this model creates instability in the labor market.

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41

Ratib, Fatina Muhammad. "Impact of experience and training on leadership skills in virtual teams in self-managed schools in East Jerusalem." American Journal of Social Science and Education Innovations 7, no. 2 (2025): 83–100. https://doi.org/10.37547/tajssei/volume07issue02-09.

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This study investigates the impact of experience and leadership skills training in virtual teams in self-managed schools in East Jerusalem. A mixed quantitative and qualitative approach was used to collect and analyze data from a sample of virtual team leaders and members in these schools. The results showed that there is a statistically significant relationship between the level of experience and training received and the development of effective leadership skills in the virtual environment. The study showed that more experienced leaders and those with advanced training showed higher proficie

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42

Krause, Simon, and Hana Stojanova. "The Impact of Trust, Understanding and Power on Self-managed Teams." Lex localis - Journal of Local Self-Government 21, no. 4 (2023): 1067–88. http://dx.doi.org/10.4335/21.4.1067-1088(2023).

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Local administrations and companies rely on committed and self-reliant employees to achieve their goals. However, there is limited research on how influencing factors such as trust, understanding, and power affect self-managed teams. This study investigates the modes of interaction of these factors on the team structure within self-managed teams in IT departments and service providers of different German public administrations. The research methodology was a quantitative online survey comprising validated items from standardised test procedures to measure the influence factors. A total of 246

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43

Kainen, Timm L., Sheila Simsarian Webber, and David P. Boyd. "Morton Electronics: The Collapse Of High-Performance, Self-Managed Work Teams." Journal of Business Case Studies (JBCS) 4, no. 1 (2011): 79. http://dx.doi.org/10.19030/jbcs.v4i1.4746.

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It was clear that top management was seriously pondering the long-term viability of Robert Mitchells manufacturing groupat least as it was currently structured. Robert sat at his desk wondering what he could do to keep his job as manager and maintain control of the group. He concluded that he needed to do more than develop some kind of cost savings plan. He needed to think outside the box and come up with something more spectacular to impress top management. He would take the lemons and make lemonade.

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44

Watson, Rick M. "Implementing self‐managed process improvement teams in a continuous improvement environment." TQM Magazine 10, no. 4 (1998): 246–57. http://dx.doi.org/10.1108/09544789810222612.

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45

Zafft, Carmen, Stephanie Adams, and Gina Matkin. "Measuring leadership in self-managed teams using the competing values framework." IEEE Engineering Management Review 39, no. 1 (2011): 46–58. http://dx.doi.org/10.1109/emr.2011.5729973.

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46

Chaston, Ian. "Self-managed Teams: Assessing the Benefits for Small Service-sector Firms." British Journal of Management 9, no. 1 (1998): 1–12. http://dx.doi.org/10.1111/1467-8551.00071.

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47

Markova, Gergana, and John T. Perry. "Cohesion and individual well-being of members in self-managed teams." Leadership & Organization Development Journal 35, no. 5 (2014): 429–41. http://dx.doi.org/10.1108/lodj-04-12-0058.

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Purpose – The purpose of this paper is to investigate interactions among members of self-managed teams (SMTs). The authors were interested in how leader emergence, group potency, and opinion compliance were related to team cohesion and member well-being. Design/methodology/approach – In a simulated business environment, the authors surveyed 236 students working in 54 SMTs. Participants reported their interactions and experiences at several points of time during class. Individual responses about team cohesion and group potency were aggregated for the purposes of the analysis. Findings – The pap

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48

Elloy, David. "ORGANIZATIONAL PREDICTORS OF EXTERNAL LEADER BEHAVIORS IN SELF-MANAGED WORK TEAMS." California Business Review 1, no. 2 (2013): 53–58. http://dx.doi.org/10.18374/cbr-1-2.5.

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49

Kleeper, R., C. Litecky, and T. W. Jones. "Self managed teams and MIS productivity: literature, model and field study." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 20, no. 1 (1989): 36–38. http://dx.doi.org/10.1145/71232.71240.

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50

Proenca, Teresa. "Self-managed work teams: a lean or an autonomous teamwork model?" International Journal of Human Resources Development and Management 9, no. 1 (2009): 59. http://dx.doi.org/10.1504/ijhrdm.2009.021555.

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