Relevant bibliographies by topics / Team cohesion

Contents

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

Academic literature on the topic 'Team cohesion'

Author: Grafiati
Published: 4 June 2021
Last updated: 28 January 2023

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Journal articles on the topic "Team cohesion"

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Gardner, Douglas E., David L. Light Shields, Brenda Jo Light Bredemeier, and Alan Bostrom. "The Relationship between Perceived Coaching Behaviors and Team Cohesion among Baseball and Softball Players." Sport Psychologist 10, no. 4 (December 1996): 367–81. http://dx.doi.org/10.1123/tsp.10.4.367.

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The relationship between perceived leadership behaviors and team cohesion in high school and junior college baseball and softball teams was researched. Study participants, 307 athletes representing 23 teams, responded to the perceived version of the Leadership Scale for Sports (LSS) and the Group Environment Questionnaire (GEQ). Correlational and multivariate analyses indicated significant relationships between perceived leader behaviors and team cohesion. Specifically, coaches who were perceived as high in training and instruction, democratic behavior, social support, and positive feedback, and low in autocratic behavior, had teams that were more cohesive. A MANOVA indicated there were significant differences between genders and athletes at the two school levels in their perceptions of coaching behaviors and team cohesion, though these demographic variables did not significantly moderate the leadership-cohesion relationship.
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Salas, Eduardo, Rebecca Grossman, Ashley M. Hughes, and Chris W. Coultas. "Measuring Team Cohesion." Human Factors: The Journal of the Human Factors and Ergonomics Society 57, no. 3 (April 15, 2015): 365–74. http://dx.doi.org/10.1177/0018720815578267.

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Greer, E., R. Matthews, M. Owen, L. Grosser, P. Roma, and S. Banks. "O063 Impact of sleep deprivation on distributed team performance and cohesion." SLEEP Advances 3, Supplement_1 (October 1, 2022): A26—A27. http://dx.doi.org/10.1093/sleepadvances/zpac029.062.

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Abstract Distributed teams often have limited contact resulting in less effective collaboration and decreased cohesion. Those in 24/7 industries are further impacted by fatigue and sleep loss which threatens workers’ safety, productivity, and performance. To date little is known about distributed team cohesion with extended periods of time awake. Hence, this study examined the impact of sleep deprivation on distributed team performance and cohesion. 22 healthy individuals (M=22.81,SD=4.4 years,11f) aged 18-45 years participated in a five-day sleep study. Participants were randomly allocated into teams consisting of four members and underwent 62h of total sleep deprivation (TSD). Distributed teams completed the COHESION task at 10h intervals throughout the wake period. COHESION required distributed teams to attempt resource movements, while avoiding visible and invisible barriers. Team members could dedicate time to reveal barriers to all, making successful resource movements easier. Distributed team performance was assessed using team successful resource movements. Distributed team cohesion was assessed through team members’ barrier reveal responses in relation to their total responses. Data were analysed using linear mixed models. Results showed that distributed team cohesion decreased with TSD (F(5,495.19)=3.18,p=.008), and there were significant differences between teams (F(5,21.99)=8.74,p<.001). Team performance also decreased with TSD (F(5,144)=3.01,p=.013), with significant differences between teams (F(5,21.01)=7.03,p<.001). This study found distributed team cohesion was reduced with TSD, as was overall team performance. We found each distributed team used a different strategy to manage the team task during sleep deprivation and these differences impacted their overall team performance.
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Wolf, Svenja A., Mark A. Eys, Pamela Sadler, and Jens Kleinert. "Appraisal in a Team Context: Perceptions of Cohesion Predict Competition Importance and Prospects for Coping." Journal of Sport and Exercise Psychology 37, no. 5 (October 2015): 489–99. http://dx.doi.org/10.1123/jsep.2014-0276.

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Athletes’ precompetitive appraisal is important because it determines emotions, which may impact performance. When part of a team, athletes perform their appraisal within a social context, and in this study we examined whether perceived team cohesion, as a characteristic of this context, related to appraisal. We asked 386 male and female intercollegiate team-sport athletes to respond to measures of cohesion and precompetitive appraisal before an in-season game. For males and females, across all teams, (a) an appraisal of increased competition importance was predicted by perceptions of higher task cohesion (individual level), better previous team performance, and a weaker opponent (team level) and (b) an appraisal of more positive prospects for coping with competitive demands was predicted by higher individual attractions to the group (individual level). Consequently, athletes who perceive their team as more cohesive likely appraise the pending competition as a challenge, which would benefit both emotions and performance.
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Tan, Evelyn T. S., Katja Rogers, Lennart E. Nacke, Anders Drachen, and Alex Wade. "Communication Sequences Indicate Team Cohesion: A Mixed-Methods Study of Ad Hoc League of Legends Teams." Proceedings of the ACM on Human-Computer Interaction 6, CHI PLAY (October 25, 2022): 1–27. http://dx.doi.org/10.1145/3549488.

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Team cohesion is a widely known predictor of performance and collaborative satisfaction. However, how it develops and can be assessed, especially in fast-paced ad hoc dynamic teams, remains unclear. An unobtrusive and objective behavioural measure of cohesion would help identify determinants of cohesion in these teams. We investigated team communication as a potential measure in a mixed-methods study with 48 teams (n=135) in the digital game League of Legends. We first established that cohesion shows similar performance and satisfaction in League of Legends. teams as in non-game teams and confirmed a positive relationship between communication word frequency and cohesion. Further, we conducted an in-depth exploratory qualitative analysis of the communication sequences in a high-cohesion and a low-cohesion team. High cohesion is associated with sequences of apology->encouragement, suggestion->agree/acknowledge, answer->answer, and answer->question, while low-cohesion is associated with sequences of opinion/analysis->opinion/analysis, disagree->disagree, command->disagree, and frustration->frustration. Our findings also show that cohesion is important to team satisfaction independently of the match outcomes. We highlight that communication sequences are more useful than frequencies to determine team cohesion via player interactions.
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Dey, Chitra, and Ganesh M.P. "Impact of team design and technical factors on team cohesion." Team Performance Management: An International Journal 26, no. 7/8 (August 10, 2020): 357–74. http://dx.doi.org/10.1108/tpm-03-2020-0022.

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Purpose Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion. Design/methodology/approach Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses. Findings SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion. Research limitations/implications The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods. Originality/value This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.
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Tziner, Aharon, Nicola Nicola, and Anis Rizac. "Relation between Social Cohesion and Team Performance in Soccer Teams." Perceptual and Motor Skills 96, no. 1 (February 2003): 145–48. http://dx.doi.org/10.2466/pms.2003.96.1.145.

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Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.
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Park, Won-Woo, Mee Sook Kim, and Stanley M. Gully. "Effect of Cohesion on the Curvilinear Relationship Between Team Efficacy and Performance." Small Group Research 48, no. 4 (May 26, 2017): 455–81. http://dx.doi.org/10.1177/1046496417709933.

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Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.
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Black, Janine, Kihwan Kim, Shanggeun Rhee, Kai Wang, and Sut Sakchutchawan. "Self-efficacy and emotional intelligence." Team Performance Management: An International Journal 25, no. 1/2 (March 11, 2019): 100–119. http://dx.doi.org/10.1108/tpm-01-2018-0005.

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PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.
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Susskind, Alex M., and Peggy R. Odom-Reed. "Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams." Communication Research 46, no. 2 (February 3, 2016): 151–78. http://dx.doi.org/10.1177/0093650215626972.

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This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.
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Dissertations / Theses on the topic "Team cohesion"

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Ravn, Trina M. "Relational aggression and team cohesion among female adolescent athletic teams." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007ravnt.pdf.

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Yu, Chien-Feng. "An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness." Texas A&M University, 2005. http://hdl.handle.net/1969.1/3222.

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Based on a proposed input-process-output model of team goal, leader goal orientation, team cohesion, and team effectiveness, this study examined the influences of the leader trait goal orientation on the relationships between team goals and team cohesion. Results from 73 five-person teams working on an interdependent command and control simulation game indicated that team learning goal positively relates to team viability. Social cohesion mediates the effects of a team learning goal on team viability. In addition, the leader’s learning orientation moderates the effect of a team learning goal on team task cohesion. Results of supplementary analyses are also presented. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.
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shuyuan, yang, and shi yini. "How team cohesion develops in Chinese entrepreneurial teams : A qualitative research in six Chinese entrepreneurial teams." Thesis, Internationella Handelshögskolan, Jönköping University, IHH, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48593.

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In this study, we explore what can affect the development of team cohesion in the entrepreneurial team. We show the relationship between team members' cohesion and team performance over five main categories: (Ⅰ) Prior Condition, (Ⅱ) Conflict, (Ⅲ) Strategy, (Ⅳ) Task Interaction in the team, (Ⅴ) Social interaction in the team. Based on the research method of comparative cases, we selected six Chinese entrepreneurial teams as research objects. We show how individual behaviour affects the development of team cohesion in the entrepreneurial team at the individual level and team level. More specifically, we consider that entrepreneurial team cohesion changes are more complicated than traditional teams. The team cohesion of the entrepreneurial team has certain randomness because there is no guidance from the leader. The influence of personal factors on team cohesion will be more intense. When the entrepreneurial team improves team cohesion, team members need to participate more.
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Hardy, James T. "Perceptions of team cohesion and athlete imagery use." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp03/MQ58042.pdf.

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Fleming, Audrey. "Sports team cohesion from a social network perspective." Thesis, University of the West of Scotland, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.730017.

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Mawritz, Kenneth. "An Examination of Intra-Team Rivalry Effects on Individual/Team Performance, and Team Member Deviance." Diss., Temple University Libraries, 2019. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/589444.

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Business Administration/Interdisciplinary
D.B.A.
Most studies on rivalry analyze the phenomenon where participants are on opposing sides in business organizations or sports teams (i.e., inter-team rivalry). Currently, the rivalry literature is expanding to examine the effects of rivalry among team members if a manager or coach creates an environment marked by intra-team rivalry. Study 1 examined team member behaviors and individual and team performance within teams (i.e., intra-team rivalry) by having 311 collegiate students recall their experiences participating on a high school athletic team. Findings indicated that intra-team rivalry was positively related to individual performance and team performance. Social comparison mediated the positive relationship between intra-team rivalry and individual performance. In Study 2 adjustments to the research model allowed further exploration of team performance and intra-team rivalry. Study 2 surveyed 240 current collegiate student athletes twice examining the same hypotheses at the 1) individual level, and 2) team level via data aggregation. Findings consistent with both surveys indicated that social comparison was positively related to intra-team rivalry; intra-team rivalry was positively related to individual deviance; and both individual performance, and motivation were positively related to team performance. Unique to Survey 1, intra-team rivalry was positively related to motivation. Unique to Survey 2, negative relationship between individual deviance and team performance. Implications for team members, leaders, and organizations are compelling.
Temple University--Theses
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Wong, Daphne S. L. "Exploring the impact of team building on group cohesion of a multicultural team." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=1602057.

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This research explored the topic of team building for a multicultural team and investigated the impact on group cohesion. The participants were members of a work group, each of a different nationality. Review of existing literature revealed a list of team building elements most suited for the multicultural context. A team building program incorporating those elements and customized for the participant group was designed and implemented. Pre and post survey data showed no significant difference in group cohesion, although there was a slight increase in the score for task cohesion. Qualitative interview data, however, suggested a positive impact on group cohesion, with the impact perceived to be greater on task cohesion than social cohesion. Elements of the team building program that were found to be the most impactful were: it provided an opportunity to generate a deeper awareness of others, it provided an opportunity to generate deeper self-awareness, it provided a platform for team collaboration, and it contained fun and interesting activities.

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Young, Robert J. "Building cohesion in church leadership a cohesion enhancement-empowerment-training model for leadership team building /." Theological Research Exchange Network (TREN), 1994. http://www.tren.com.

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Erdheim, Jesse. "POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS." Bowling Green State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005.

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Cogan, Karen Diane. "An evaluation of an anxiety control and team cohesion intervention for a collegiate gymnastics team /." The Ohio State University, 1991. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487694389392918.

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Books on the topic "Team cohesion"

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Team, Community Cohesion Review. Community cohesion: A report of the Independent Review Team. London: Home Office, 2001.

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Beausoleil, Dale. The effects of group cohesion as a predictor of team success in boys volleyball teams: Y Dale Beausoleil. Sudbury, Ont: Laurentian University, Department of Psychology, 1991.

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Fox, Eva Constance. Team cohesion, ability and coaches' leadership effectiveness as predictors of success in women's intercollegiate softball. Eugene: Microform Publications, College of Human Development and Performance, University of Oregon, 1987.

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Jeffery, Sarah. Non-starting athletes in team sport: Effect of a goal-setting intervention on role perceptions and cohesion. Sudbury, Ont: Laurentian University, 2006.

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Wiesen, Kathryn Lynn. The effects of winning or losing one softball game on the perceptions of team cohesion in female high schooland collegiate softball teams in north Central Louisiana. Eugene: Microform Publications, College of Human development and performance, University of Oregon, 1989.

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Widmeyer, W. Neil. The measaurement of cohesion in sport teams: The group environment questionaire. London, Ontario, CANADA: Sports Dynamics, 1985.

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Championship team building: What every coach needs to know to build a motivated, committed & cohesive team. Tucson, Ariz: Winning the Mental Game, 1999.

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Mechanisms to assure long-term family business survival: A study of the dynamics of cohesion in multigenerational family business families. Frankfurt am Main: Peter Lang, 2007.

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Bolger, Paul Herbert. The relationship of task and social cohesion to sex, starting status, participation level, and performance of high school and university basketball teams. Eugene: Microform Publications, College of Human Development and Performance, University of Oregon, 1985.

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Bob, Wall. The visionary leader: From mission statement to a thriving organization, here's your blueprint for building an inspired, cohesive customer-oriented team. Rocklin, CA: Prima Pub., 1992.

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Book chapters on the topic "Team cohesion"

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Rothouse, Melinda J. "Facilitating Team Cohesion and Collaboration." In A Mindful Approach to Team Creativity and Collaboration in Organizations, 83–96. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47675-5_6.

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Nicholls, Adam R. "Understanding and Building Team Cohesion." In Psychology in Sports Coaching, 129–37. 3rd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201441-20.

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Knott, Camilla C., Alexandra Geyer, Jason Sidman, and Emily Wiese. "Multi-Modal Measurement Approach to Team Cohesion." In Foundations of Augmented Cognition. Directing the Future of Adaptive Systems, 318–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-21852-1_38.

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Milner, Alyssa, Dae Han Seong, Ralph W. Brewer, Anthony L. Baker, Andrea Krausman, David Chhan, Robert Thomson, Ericka Rovira, and Kristin E. Schaefer. "Identifying New Team Trust and Team Cohesion Metrics that Support Future Human-Autonomy Teams." In Advances in Simulation and Digital Human Modeling, 86–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51064-0_12.

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Sánchez, Jesús, Ana Zornoza, Virginia Orengo, Vicente Peñarroja, and Petros Chamakiotis. "Team Feedback Intervention and Team Learning in Virtual Teams: A Moderated Mediation Model of Team Cohesion and Personality." In This Changes Everything – ICT and Climate Change: What Can We Do?, 136–48. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99605-9_10.

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Lamb, Cynthia, Jerry Lamb, Ronald Stevens, and Abaigeal Caras. "Team Behaviors and Cognitive Cohesion in Complex Situations." In Foundations of Augmented Cognition. Advancing Human Performance and Decision-Making through Adaptive Systems, 136–47. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-07527-3_13.

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Joncheray, Helene, Renaud Laporte, and Pauline Maillot. "Evolution of social cohesion within a national rugby union team." In Women in Rugby, 74–87. Abingdon, Oxon ; New York, NY : Routledge, 2021. | Series: Women, sport and physical activity: Routledge, 2021. http://dx.doi.org/10.4324/9781003005544-8.

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Gordon, Nicolette, and Kimberly Weston Moore. "The Effects of Artificial Intelligence (AI) Enabled Personality Assessments During Team Formation on Team Cohesion." In Information Systems and Neuroscience, 311–18. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-13064-9_31.

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Damacharla, Praveen, Ahmad Y. Javaid, and Vijay K. Devabhaktuni. "Human Error Prediction Using Eye Tracking to Improvise Team Cohesion in Human-Machine Teams." In Advances in Human Error, Reliability, Resilience, and Performance, 47–57. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-94391-6_5.

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Dimas, Isabel Dórdio, Teresa Rebelo, Paulo Renato Lourenço, and Humberto Rocha. "A Nonlinear Dynamical System Perspective on Team Learning: The Role of Team Culture and Social Cohesion." In Computational Science and Its Applications – ICCSA 2019, 38–49. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-24302-9_4.

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Conference papers on the topic "Team cohesion"

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"Modelling Team Cohesion during Military Conscription: a Multidimensional Model for Task Cohesion." In The 11th International Defence and Homeland Security Simulation Worskhop. CAL-TEK srl, 2021. http://dx.doi.org/10.46354/i3m.2021.dhss.004.

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Ding, Nan, and Xuejun Tang. "Top management team cohesion, conflict and organizational performance." In 2009 IEEE International Conference on Grey Systems and Intelligent Services (GSIS 2009). IEEE, 2009. http://dx.doi.org/10.1109/gsis.2009.5408204.

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Sert-Özen, Arzu. "The Effect Of Team Cohesion On Peer Justice: A Team-Level Analysis." In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.50.

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Wu, Junjie, and Qiang Lu. "On the relationship of leadership behavior, team cohesion and team innovation performance." In 2012 International Symposium on Management of Technology (ISMOT). IEEE, 2012. http://dx.doi.org/10.1109/ismot.2012.6679423.

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Huang, Zheng. "An Empirical Study: The Mediated Effect of Team Identification, Team Negative Affectivity and Team Cohesion." In 2015 International Conference on Management Science and Management Innovation (MSMI 2015). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msmi-15.2015.14.

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Listopad, Sergey. "Modeling Team Cohesion Using Hybrid Intelligent Multi-Agent Systems." In 2020 2nd International Conference on Control Systems, Mathematical Modeling, Automation and Energy Efficiency (SUMMA). IEEE, 2020. http://dx.doi.org/10.1109/summa50634.2020.9280770.

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Dittmer, Foster, Hays Greer, Hannah Homsy, Connor Long, Kathryn Seyer, and Joshua Eaton. "A Cut Above the Rest: Team Performance as a Function of Team Cohesion, Team Familiarity, Team Effectiveness, and Soldier Lethality." In 2020 Systems and Information Engineering Design Symposium (SIEDS). IEEE, 2020. http://dx.doi.org/10.1109/sieds49339.2020.9106660.

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Hulpuș, Ioan Alexandru. "Determinants Of Social Cohesion At “Alpha Sport Team” Basketball Club." In ICPESK 2018 - International Congress of Physical Education, Sports and Kinetotherapy. Education and Sports Science in the 21st Century, Edition dedicated to the 95th anniversary of UNEFS. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.02.42.

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Wellington, Carol A., Thomas Briggs, and C. Dudley Girard. "Examining team cohesion as an effect of software engineering methodology." In the 2005 workshop. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1083106.1083122.

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Rumovskaya, Sophiya. "Visualization of Team Cohesion in Hybrid Intelligent Multi-Agent Systems." In 2020 2nd International Conference on Control Systems, Mathematical Modeling, Automation and Energy Efficiency (SUMMA). IEEE, 2020. http://dx.doi.org/10.1109/summa50634.2020.9280790.

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Reports on the topic "Team cohesion"

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McIntyre, Robert M., Kari Strobel, Hope Hanner, Amy Cunningham, and Lara Tedrow. Toward an Understanding of Team Performance and Team Cohesion Over Time Through the Lens of Time Series Analysis. Fort Belvoir, VA: Defense Technical Information Center, January 2003. http://dx.doi.org/10.21236/ada409456.

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Smith, S. Jarrell, David W. Perkey, and Kelsey A. Fall. Cohesive Sediment Field Study : James River, Virginia. U.S. Army Engineer Research and Development Center, August 2021. http://dx.doi.org/10.21079/11681/41640.

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Estuaries trap much of the fine sediment delivered to them by rivers. This phenomenon presents challenges to the US Army Corps of Engineers (USACE) navigation mission, which maintains navigable waterways for waterborne commerce through estuarine regions. The USACE Regional Sediment Management Program and the USACE Norfolk District are conducting a regional sediment transport modeling study to identify cost-effective sediment management schemes in the James River, a tributary estuary of Chesapeake Bay. A key element of the sediment transport modeling study is the definition of cohesive sediment transport processes, such as erosion and settling velocity. This report describes field-based measurements of cohesive sediment erosion and settling velocity conducted in November 2017. The team conducted erosion testing on 15 cores collected throughout the tidal system. Additionally, two anchor stations were occupied to measure tidal variations in vertical distributions of suspended sediment concentration, particle size, and settling velocity. Recommended cohesive sediment transport parameters were developed from the field measurements.
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Chang, Luis, Percy Marquina, and Emigdio Alfaro. Behavioural Dynamic Model of Consensus, Cohesion, Conflict and Potency of Top Management Teams in a Textile and Apparel Sector. CENTRUM Catolica Graduate Business School, November 2015. http://dx.doi.org/10.7835/ccwp-2015-11-0018.

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Becker, Sascha O., Stephen Broadberry, Nicholas Crafts, Sayatan Ghosal, Sharun W. Mukand, and Vera E. Troeger. Reversals of Fortune? A Long-term Perspective on Global Economic Prospects. Edited by Sascha O. Becker. CAGE Research Centre, March 2013. http://dx.doi.org/10.31273/978-0-9576027-00.

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It is conventional wisdom that: Continued fast growth in the BRICS will result in a rapid catch-up to match and even surpass Western income levels in the next few decades The crisis in Europe will soon be over and normal growth will then resume as if nothing had happened The tax competition resulting from globalization means a race to the bottom in which corporate tax rates fall dramatically everywhere The best way to escape the poverty trap is to give the poor more money Losers from globalization can be ignored by politicians in western democracies because they do not matter for electoral outcomes The adjustment problems for developing countries arising from the crisis are quite minor and easy to deal with Actually, as Reversals of Fortune shows, all of these beliefs are highly questionable. The research findings reported here provide economic analysis and evidence that challenge these claims. In the report, Nicholas Crafts asks: "What Difference does the Crisis make to Long-term West European Growth?" Vera Troeger considers "The Impact of Globalisation and Global Economic Crises on Social Cohesion and Attitudes towards Welfare State Policies in Developed Western Democracies." Stephen Broadberry looks at "The BRICs: What does Economic History say about their Growth Prospects?" Sharun Mukand takes "The View from the Developing World: Institutions, Global Shocks and Economic Adjustment." Finally, Sayantan Ghosal has a new perspective on "The Design of Pro-poor Policies."
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Blazakis, Jason, and Colin Clarke. From Paramilitaries to Parliamentarians: Disaggregating Radical Right Wing Extremist Movements. RESOLVE Network, December 2021. http://dx.doi.org/10.37805/remve2021.2.

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The global far right is extremely broad in nature and far from monolithic. While the “far right” is often used as an umbrella term, using the term runs the risk of over-simplifying the differences and linkages between white supremacist, anti-immigration, nativist, and other motivating ideologies. These beliefs and political platforms fall within the far-right rubric, and too often the phrase presents a more unified image of the phenomena than is really the case. In truth, the “far right” and the individual movements that comprise it are fragmented, consisting of a number of groups that lack established leadership and cohesion. Indeed, these movements include chauvinist religious organizations, neo-fascist street gangs, and paramilitary organs of established political parties. Although such movements largely lack the mass appeal of the interwar European radical right-wing extreme, they nevertheless can inspire both premeditated and spontaneous acts of violence against perceived enemies. This report is intended to provide policymakers, practitioners, and the academic community with a roadmap of ongoing shifts in the organizational structures and ideological currents of radical right-wing extremist movements, detailing the difference between distinct, yet often connected and interlaced echelons of the far right. In particular, the report identifies and analyzes various aspects of the broader far right and the assorted grievances it leverages to recruit, which is critical to gaining a more nuanced understanding of the potential future trajectory of these movements.
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Morrison, Mark, Joshuah Miron, Edward A. Bayer, and Raphael Lamed. Molecular Analysis of Cellulosome Organization in Ruminococcus Albus and Fibrobacter Intestinalis for Optimization of Fiber Digestibility in Ruminants. United States Department of Agriculture, March 2004. http://dx.doi.org/10.32747/2004.7586475.bard.

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Improving plant cell wall (fiber) degradation remains one of the highest priority research goals for all ruminant enterprises dependent on forages, hay, silage, or other fibrous byproducts as energy sources, because it governs the provision of energy-yielding nutrients to the host animal. Although the predominant species of microbes responsible for ruminal fiber degradation are culturable, the enzymology and genetics underpinning the process are poorly defined. In that context, there were two broad objectives for this proposal. The first objective was to identify the key cellulosomal components in Ruminococcus albus and to characterize their structural features as well as regulation of their expression, in response to polysaccharides and (or) P AA/PPA. The second objective was to evaluate the similarities in the structure and architecture of cellulosomal components between R. albus and other ruminal and non-ruminal cellulolytic bacteria. The cooperation among the investigators resulted in the identification of two glycoside hydrolases rate-limiting to cellulose degradation by Ruminococcus albus (Cel48A and CeI9B) and our demonstration that these enzymes possess a novel modular architecture specific to this bacterium (Devillard et al. 2004). We have now shown that the novel X-domains in Cel48A and Cel9B represent a new type of carbohydrate binding module, and the enzymes are not part of a ceiluiosome-like complex (CBM37, Xu et al. 2004). Both Cel48A and Cel9B are conditionally expressed in response to P AA/PPA, explaining why cellulose degradation in this bacterium is affected by the availability of these compounds, but additional studies have shown for the first time that neither PAA nor PPA influence xylan degradation by R. albus (Reveneau et al. 2003). Additionally, the R. albus genome sequencing project, led by the PI. Morrison, has supported our identification of many dockerin containing proteins. However, the identification of gene(s) encoding a scaffoldin has been more elusive, and recombinant proteins encoding candidate cohesin modules are now being used in Israel to verify the existence of dockerin-cohesin interactions and cellulosome production by R. albus. The Israeli partners have also conducted virtually all of the studies specific to the second Objective of the proposal. Comparative blotting studies have been conducted using specific antibodies prepare against purified recombinant cohesins and X-domains, derived from cellulosomal scaffoldins of R. flavefaciens 17, a Clostridium thermocellum mutant-preabsorbed antibody preparation, or against CbpC (fimbrial protein) of R. albus 8. The data also suggest that additional cellulolytic bacteria including Fibrobacter succinogenes S85, F. intestinalis DR7 and Butyrivibrio fibrisolvens Dl may also employ cellulosomal modules similar to those of R. flavefaciens 17. Collectively, our work during the grant period has shown that R. albus and other ruminal bacteria employ several novel mechanisms for their adhesion to plant surfaces, and produce both cellulosomal and non-cellulosomal forms of glycoside hydrolases underpinning plant fiber degradation. These improvements in our mechanistic understanding of bacterial adhesion and enzyme regulation now offers the potential to: i) optimize ruminal and hindgut conditions by dietary additives to maximize fiber degradation (e.g. by the addition of select enzymes or PAA/PPA); ii) identify plant-borne influences on adhesion and fiber-degradation, which might be overcome (or improved) by conventional breeding or transgenic plant technologies and; iii) engineer or select microbes with improved adhesion capabilities, cellulosome assembly and fiber degradation. The potential benefits associated with this research proposal are likely to be realized in the medium term (5-10 years).
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Sarofim, Samer, and Aly Tawfik. Creating Safer Communities for the Use of Active Transportation Modes in California: The Development of Effective Communication Message Strategy for Vulnerable Road Users. Mineta Transportation Institute, July 2022. http://dx.doi.org/10.31979/mti.2021.2030.

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Despite increased efforts to improve safety in recent years (e.g., the Focus Cities Program in California), California continues to have a high rate of pedestrian and bicyclist fatalities. Currently, the state currently lacks a cohesive messaging strategy to improve behaviors related to pedestrian and cyclist traffic safety practices. To fulfill this need, this research showcases the differential effect of message framing on attitudes and intended behaviors related to pedestrian and cyclists traffic safety practices. This project investigated factors & risky behaviors contributing to accidents involving vulnerable road users, preventive measures to decrease accidents involving vulnerable road users, and more. The qualitative analysis presented a significant lack of coherent, long-term, evidence-based communication strategies that aimed at enhancing the safety of vulnerable road users in California. Quantitatively, this research also experimentally investigated various messages, employing different time horizons and regulatory focus message framings. Findings indicate that the messages with a limited time horizon tend to be associated with better safety perceptions and attitudes than messages with an expansive time horizon. California transportation authorities, professionals, and advocacy groups will be able to use this information to effectively allocate the communication effort and spending to induce attitudinal and behavioral change that can impact the safety of active transportation modes.
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Sarofim, Samer, and Aly Tawfik. Creating Safer Communities for the Use of Active Transportation Modes in California: The Development of Effective Communication Message Strategy for Vulnerable Road Users. Mineta Transportation Institute, July 2022. http://dx.doi.org/10.31979/mti.2022.2030.

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Despite increased efforts to improve safety in recent years (e.g., the Focus Cities Program in California), California continues to have a high rate of pedestrian and bicyclist fatalities. Currently, the state currently lacks a cohesive messaging strategy to improve behaviors related to pedestrian and cyclist traffic safety practices. To fulfill this need, this research showcases the differential effect of message framing on attitudes and intended behaviors related to pedestrian and cyclists traffic safety practices. This project investigated factors & risky behaviors contributing to accidents involving vulnerable road users, preventive measures to decrease accidents involving vulnerable road users, and more. The qualitative analysis presented a significant lack of coherent, long-term, evidence-based communication strategies that aimed at enhancing the safety of vulnerable road users in California. Quantitatively, this research also experimentally investigated various messages, employing different time horizons and regulatory focus message framings. Findings indicate that the messages with a limited time horizon tend to be associated with better safety perceptions and attitudes than messages with an expansive time horizon. California transportation authorities, professionals, and advocacy groups will be able to use this information to effectively allocate the communication effort and spending to induce attitudinal and behavioral change that can impact the safety of active transportation modes.
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The COVID Decade: understanding the long-term societal impacts of COVID-19. The British Academy, 2021. http://dx.doi.org/10.5871/bac19stf/9780856726583.001.

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The British Academy was asked by the Government Office for Science to produce an independent review on the long-term societal impacts of COVID-19. This report outlines the evidence across a range of areas, building upon a series of expert reviews, engagement, synthesis and analysis across the research community in the Social Sciences, Humanities and the Arts (SHAPE). It is accompanied by a separate report, Shaping the COVID decade, which considers how policymakers might respond. History shows that pandemics and other crises can be catalysts to rebuild society in new ways, but that this requires vision and interconnectivity between policymakers at local, regional and national levels. With the advent of vaccines and the imminent ending of lockdowns, we might think that the impact of COVID-19 is coming to an end. This would be wrong. We are in a COVID decade: the social, economic and cultural effects of the pandemic will cast a long shadow into the future – perhaps longer than a decade – and the sooner we begin to understand, the better placed we will be to address them. There are of course many impacts which flowed from lockdowns, including not being able to see family and friends, travel or take part in leisure activities. These should ease quickly as lockdown comes to an end. But there are a set of deeper impacts on health and wellbeing, communities and cohesion, and skills, employment and the economy which will have profound effects upon the UK for many years to come. In sum, the pandemic has exacerbated existing inequalities and differences and created new ones, as well as exposing critical societal needs and strengths. These can emerge differently across places, and along different time courses, for individuals, communities, regions, nations and the UK as a whole. We organised the evidence into three areas of societal effect. As we gathered evidence in these three areas, we continually assessed it according to five cross-cutting themes – governance, inequalities, cohesion, trust and sustainability – which the reader will find reflected across the chapters. Throughout the process of collating and assessing the evidence, the dimensions of place (physical and social context, locality), scale (individual, community, regional, national) and time (past, present, future; short, medium and longer term) played a significant role in assessing the nature of the societal impacts and how they might play out, altering their long-term effects.
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