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1
Foo, Maw-Der 1965. "Team design and performance : a study of short-term enterpreneurial teams." Thesis, Massachusetts Institute of Technology, 1999. http://hdl.handle.net/1721.1/50526.
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Thesis (Ph.D.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.<br>Includes bibliographical references (leaves 191-202).<br>In this dissertation, I study the factors that influence the performance of short-term teams engaged in an entrepreneurial activity. This is an important area to study because team-started businesses account for a disproportionately greater number of high-growth firms (Kamm, Shuman and Seeger, 1990). Unfortunately, there has been limited research on team started businesses. The entrepreneurial teams that I study are participants in the MIT $50K Business Plan Competition. This sample is chosen because business plan competitions are increasingly becoming the meeting place for new ideas, people interested in starting business ventures and others who are interested in participating in these ventures (e.g., patent attorneys, investors and venture capitalists). In addition, the sample overcomes some problems typical of many entrepreneurship studies including left censoring biases, population identification and low response rates. Chapter 1 is an overview of the thesis while chapter 2 describes the entrepreneurial activities at MIT. Chapter 3 describes the MIT $50K Business Plan Competition and elaborates the steps taken to collect information from competition participants. Since entrepreneurial team performance is influenced by factors both internal and external to the team, this thesis takes a comprehensive approach, presenting three papers that explore the effects of team composition, team design and external contacts on entrepreneurial team performance. Both external and team-member evaluations of entrepreneurial team performance are used. Both evaluations are important because positive external evaluations can increase the venture's chances of getting resources (e.g., Roberts, 1991a) while positive internal evaluations can increase the chance that members will be satisfied with their teams and continue in team involvement (e.g., Hackman, 1987). The first paper, described in chapter 4, explores the influence of team design, both team structure and member interaction, on short-term entrepreneurial team performance. The findings show that there are different drivers of performance. While task design predicts external evaluations of performance, the way in which members interact predicts member-rated performance. The second paper, described in chapter 5, explores the influence of team-member functional diversity on short-term entrepreneurial team performance, with team design as the mediating variable. This study shows the need to investigate the indirect effects of functional diversity on performance and to distinguish between external and team-member evaluations. The results show that functional diversity has negative indirect effect on member-rated performance but no effect on external-rated performance. The third paper, described in chapter 6, explores the influence of member contacts with people outside the team on short-term entrepreneurial team performance. The study shows that high-performing teams gather a range of information and are efficient in information gathering. The study shows that social capital concepts, such as strong and weak ties, can be integrated with the team literature. The concluding chapter proposes a model that combines the influence of internal and external factors on entrepreneurial team performance. The chapter also summarizes the findings and compares them to the new venture and team literatures. Finally, areas for future research are proposed.<br>by Maw-Der Foo.<br>Ph.D.
2
Willbanks, Kristi D. "Relationship of Team Training Components to Perceptions of Team Performance." Thesis, University of North Texas, 2003. https://digital.library.unt.edu/ark:/67531/metadc4376/.
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The purpose of this research study was to identify the specific components of team training that contribute most to a team's ability to perform effectively. The analysis conducted involved examining the relationship between the Training Support System Survey (Hall, 1998) along with the Training Strategies and Training Content sub-scales, and the overall measure of team performance from Beyerlein's (1996) Perceptions of Team Performance survey. Results were mostly inconclusive, due to limitations of the research. However, a few interesting findings were found related to team training for different types of teams. In addition, this research is helpful in moving toward a better understanding of the relationship between team training and team performance and pointing toward the need for additional research in this area.
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Senior, Barbara. "Assessing team performance." Thesis, University of East London, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.532503.
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This thesis presents two studies of alternative methodologies for assessing team performance, specifically in the context of teams for which there are no objective performance criteria. The first study derived its methodology from personal construct theory to explore the viability of using repertory grid technique, firstly to generate team performance constructs and then to use these to assess team performance. The team performance constructs that emerged from the first study were used to give construct validity to the second study that consisted of the development of a questionnaire (the Team Performance Survey) for assessing team performance. Exploratory factor analysis, together with internal consistency assessment, was used to develop three possible scale structures. Confirmatory factor analysis assisted in the establishment of the final seven-scale version of the questionnaire. The outcomes from these studies show that the use of repertory grid technique does provide a useful and interesting method of measuring of team performance and, that given time and resources, this could well be a better method of assessment than that of generic questionnaires. Having said this, the generic questionnaire developed directly from the earlier study, lays claim to validity and reliability through its base in the perceptions of team members and the rigorous process of psychometric testing employed to produce the final version. The thesis concludes with a discussion of the advantages and disadvantages of these two approaches to team performance assessment. Suggestions for future research are made.
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Kennedy, Frances Anne. "Team performance: Using financial measures to evaluate the effect of support systems on team performance." Thesis, University of North Texas, 2002. https://digital.library.unt.edu/ark:/67531/metadc3133/.
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Organizations invest in team-based systems in order to generate innovative practices that will give them a competitive edge. High-performing teams require training and other support systems to gain the skills they need as well as to create and maintain an environment conducive to their success. The challenge for managers is to make resource allocation decisions among investment alternatives to maximize team effectiveness and still ensure a financial return for company investors. This study has three objectives. The first objective is to investigate whether there is a positive relationship among organizational environment, team potency (the team's collective belief it will succeed) and team performance. Results indicate that the presence of four organizational support systems influences team potency and performance. These support systems are the Design and Measurement, Rewards, Training and Communications Systems. In addition, results indicate that team potency is a mediating variable between the Design and Measurement and Communications Systems and team performance. These results suggest that companies are able to influence team performance by investing in environmental support systems. The second objective is to examine whether team members and managers view the organizational environment differently. Results indicate that managers view the Training and Communications Systems as more important, while teams perceive the Design and Measurement System and the Rewards System to be more important to their success. Since the systems that team managers view as important may influence their investment decisions, these differences may suggest a resource alignment issue. Third, a measure of team effectiveness based on financial measures is introduced. Published literature emphasizes attitudinal, behavioral and operational measures of performance. A financial measure offers a method of evaluating performance that is similar to methods used in capital budgeting and may be consistently applied across different types of teams with different purposes. The data collection process was performed by persons external to the team and covered a 12-month period. This method led to a loss of information and did not accurately portray team performance. However, the teams that were successful in calculating project savings were different types of teams from both manufacturing and service industries. This result is encouraging and warrants further investigation.
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Burress, Mary Ann. "The Relationship between Team Leader Behaviors and Team Performance and Satisfaction." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278408/.
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The purpose of this study, a quasi experimental design, was to investigate the relationship between team leader behavior and team performance and satisfaction. This field research tested leader behavior dimensions from two theoretical models of team effectiveness: Hackman's (1992) "expert available coaching," and Cohen's (1994) "encouraging supervisory behaviors." The relationship between coaching behaviors and team performance, employee, and customer satisfaction was assessed. Manager behavior was assessed with the SMT Leader Survey (Burress, 1994), an instrument determined appropriate for team environments, that measures Communication, Administration, Leadership, Interpersonal Skills, Thinking, and Flexibility. Employee satisfaction and performance information was archival data provided by the organization. The results demonstrated that leader behavior is a less important component of team effectiveness than initially expected. Even though direct customer interaction was 25% of these manager jobs and considered the organization's most important predictor of corporate profitability, no relationship between leader behavior and customer satisfaction was found. Among the key findings was, that while flexibility differentiated leader behavior more than any other scale, its relationship with both team performance and team satisfaction was negative. Interpersonal skills were positively associated with team performance, while leadership was positively associated with team performance and satisfaction. The SMT data were factor analyzed and formed into three factors. Two were historical leadership constructs: consideration (which correlated positively with employee satisfaction) and structure. A third factor, decisiveness, was negatively related to team performance. This research determined some essential skills for managing high performance teams and improving employee satisfaction. The results indicate that managers in a team environment may need to alter their roles if high performance and employee satisfaction are organizational objectives. Possibilities include building and developing the corporation's business, creating in depth relationships with customers, and establishing alliances and partnerships with other organizations. These roles will require new manager skills which have the potential to increase manager job satisfaction and augment manager value to the corporation.
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Fink, Gerhard, Anne-Katrin Neyer, Marcus Kölling, and Sylvia Meierewert. "An integrative model of multinational team performance." Europainstitut, WU Vienna University of Economics and Business, 2004. http://epub.wu.ac.at/272/1/document.pdf.
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We provide a framework for understanding managerial implications of multinational teams. In addition to context, four major categories of variables have a determining influence on multinational team performance: universal values, norms of behavior, perceptions of others and self, and personality traits. Size of teams, kind of task, learning opportunities, power and interests change the effects of these variables. Of particular importance is the team implementation process, which can neutralize adverse effects of wrong perceptions, helps to establish team norms and, thus, contributes to success of multinational teams. (author's abstract)<br>Series: EI Working Papers / Europainstitut
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Payton, Gaea Megan. "Team Coordination as a Mediator of Stress Appraisals and Team Performance." Wright State University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=wright1271197412.
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Leiva, Neuenschwander Pedro Ignacio. "The influence of team mental models and team planning on team performance." [College Station, Tex. : Texas A&M University, 2006. http://hdl.handle.net/1969.1/ETD-TAMU-1853.
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Hilton, Bradley C. "Impacts of the leader team exercise on team performance." Diss., Kansas State University, 2014. http://hdl.handle.net/2097/18630.
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Doctor of Education<br>Department of Educational Leadership<br>Sarah J. Fishback<br>In today’s interconnected world, teams must form quickly, learn and adapt to overcome challenges regardless of the environment. For example, complexity in responding to natural disasters or man-made political, economic and security crises often requires the ability to learn collaboratively to minimize human suffering and protect property. When teams find success, the operation succeeds beyond what a single organization can provide, but when teams fail they can make a bad situation worse. Leveraging an approach called a Leader Team Exercise (LTX), teams can generate the shared qualities of understanding, confidence and competence in a structured manner to accelerate learning and performance.
This research study investigated the potential of an LTX through initial research in a within-subjects experimental design of the 161st Artillery Battalion, Kansas Army National Guard as they negotiated obstacles located on the Fort Riley, Kansas Field Leaders Reaction Course (FLRC). The quantitative data collected was evaluated employing non-parametric statistical tests to answer five research questions about the relationship of the LTX to dependent variables of team performance, shared understanding and shared confidence to further explore field observations of learning action teams. The study provides new knowledge to further advance understanding of the LTX and its relationship to team performance and learning. In addition, the study also offers a source of data as a foundation for future research to continue investigation into the full depth and breadth of the LTX in other settings and conditions.
The study found a relationship among the dependent variables and the FLRC, as well as a relationship between the LTX and team demographics related to shared understanding and performance. The findings also advance the adult education body of knowledge about learning dynamics, which occur outside the classroom. The implications to improve teams that rapidly form, disband, and form again will impact adult learning in a wide spectrum of applications in the government, academia and industry. Finally, the study offers recommendations for future areas of research and practical application based on current knowledge for the Kansas National Guard and others who might use or plan on using the LTX in the future.
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Woodford, Taylor Lynn. "TEAM CHARTERS AND PERFORMANCE. THE IMPACT OF EARLY PLANNING MECHANISMS ON TEAM PROCESSES AND PERFORMANCE." Ohio University Honors Tutorial College / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=ouhonors1555944534471593.
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Westmoreland, Kierra M. "Improving Team Performance in Age-Diverse Teams Using Lean Simulations." Ohio University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1430755355.
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Bullard, Alva. "Examining Shared Understanding and Team Performance in Global Virtual Teams." Diss., NSUWorks, 2019. https://nsuworks.nova.edu/gscis_etd/1089.
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Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. These competitive demands have forced many organizations to increase levels of flexibility and adaptability through the use of virtual environments, and global teams are prevalent in business organizations. Although significant research has been conducted on virtual teams, the development of shared understanding among the members of these teams has not been studied adequately. Time/space barriers, communication complexities, and team diversity hinder the development of shared understanding in these teams.
Based on the Media Synchronicity Theory (MST), a new theoretical model was created that used the constructs use of communication media, mode of interaction and team diversity to ascertain the influence shared understanding in global virtual teams. Additionally, the research model examined the relationship between shared understanding and team performance.
The developed, web-based survey measured the participants’ use of communication media, mode of interaction, diversity, shared understanding, and team performance in virtual environments. The survey was administered through SurveyMonkey and distributed to a pool of opt-in respondents from firms with virtual teams. A total of 118 respondents participated in the study.
The findings of this study indicate that use of communication and familiarity with systems are strong determinants of shared understanding, and subsequently shared understanding is a strong predictor of team performance. The study also indicates that mode of interaction is less of a predictor of shared understanding, and that cultural diversity, modified diversity construct, did not influence shared understanding.
As virtual teams continue to proliferate, executive leaders and managers must ensure that teams and environments are designed for collaboration through use of communication technologies that promote synchronicity, and that its members are familiar with systems which subsequently promotes shared understanding.
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Bell, Suzanne Tamara. "Setting the stage for effective teams: a meta-analysis of team design variables and team effectiveness." Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/1110.
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Teams are pervasive in organizations and provide an important contribution to organizational productivity. Since Hackman's (1987) seminal work, the team research focus has shifted from describing teams to outlining how researchers might use points of leverage, such as team design, to increase team effectiveness. There has been a wealth of research on team design variables that relate to team effectiveness. However, more than 15 years later, the team design literature remains fragmented and is inconsistent, and conclusions regarding optimal team design are difficult to make. The present study sought to unify the team design research by proposing a conceptual model and testing hypothesized relationships between specified design variables and team effectiveness using meta-analytic techniques. Specifically, the objectives of this study were to: (a) identify team design variables over which researchers and practitioners have some degree of control, (b) summarize the literature related to each of these variables, (c) hypothesize how each of the design variables are related to team effectiveness, (d) assess the relationship between these variables and team effectiveness using meta-analysis, (e) assess the influence of specified moderator variables (e.g., study setting, team tenure) on the team design variable/team effectiveness relationships, (f) make theoretically- and empirically-based recommendations for the design of effective teams, and (g) highlight areas in need of additional research. Results indicated that several team design variables show promise as a means of increasing team effectiveness. The strength of the team composition variable/team performance relationships was dependent on the study setting (lab or field); however, the study setting had considerable overlap with the type of team assessed (intellectual or physical). For lab studies (intellectual teams), team general mental ability (GMA) and task-relevant expertise were strong predictors of team performance, while team personality variables were unrelated to team performance. In field studies (physical teams), team agreeableness and conscientiousness had stronger relationships with team performance than team GMA and team task-relevant expertise. Team task design variables (e.g., task significance) had consistent, positive relationships with team performance, and several team structure variables (e.g., degree of self- management) were also related to team performance.
14
Elkins, Amanda N. "Physiological compliance during team performance." Connect to this title online, 2007. http://etd.lib.clemson.edu/documents/1202410308/.
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Michael, Gary E. "Team Building and Performance Improvement." Digital Commons @ East Tennessee State University, 2009. https://dc.etsu.edu/etsu-works/6430.
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Herbert, Martin. "Performance and the virtual team." Thesis, Loughborough University, 2000. https://dspace.lboro.ac.uk/2134/11185.
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The need to improve our understanding of the influence of team member proximity on team performance has been driven by the rise in dominance of the project team as an organisational design choice. This can be seen as reflecting the wider socio-economic changes that are taking place across me world relating to the manner in which business to business transactions and relationships are developed and conducted. The changes taking place can be seen occurring against four themes of pace, competition, the formation of strategic alliances, and restructuring of organisations. Clients, who consider themselves to be global in scope, are placing increasing demands on the construction industry in the UK and elsewhere to offer construction related services irrespective of geographical location. New communications technologies are being seen by many global corporations as the means by which they can choose from a global pool of suppliers and vendors rather than a historically local resource pool. The aim of this study is to identify the critical success factors that contribute most to the performance of design & construction teams within the UK construction industry and to develop greater understanding of the influence of team member proximity on team performance. The study follows a deductive approach to answer the former, and an inductive approach in answering the latter. This study develops, through an extensive review of existing literature, a ranking study involving leading UK construction organisations, and with the contribution of leading subject matter experts, an initial theoretical framework model of team working. The initial theoretical framework is based on five properties: team functions; team support factors; the temporal development of the team; environmental and project influences; and team performance indicators. The framework is used as the basis of the a-priori constructs for development of a mid-range theory of a-spatial team performance. The a-spatial team performance theory is based on case research involving teams with varying degrees of spatial dispersion. This study rejects as technologically deterministic the view that cross-organisational, cross-cultural, a-spatial teams will reach and sustain high performance by augmenting close physical proximity with information and communication technologies. The a-spatial team performance theory states that the greater the degree of geographical dispersion of team members, then greater is the likelihood that the team will take longer to move past the relationship building stages of its development lifecycle. The theory also states that increasing the geographical dispersal of team members will reduce the degree to which team members can interact, collaborate and communicate effectively. The theory places significant emphasis on the need for teams to share a common purpose, share similar experiences and to be physically co-located at times in order to forge a sense of belonging and identity. The a-spatial team performance theory conversely suggests that as project complexity increases, the likelihood of the team being a-spatial in configuration increases. This brings with it a greater demand on the use of information and communication technologies to augment organisational, cultural, geographic and temporal boundaries.
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Yapici, Selim. "The relationship between intra-team wage disparity and team performance." Thesis, Växjö University, School of Management and Economics, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-2565.
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<p>As far as wage disparity and its social, political and economic consequences are concerned, one can easily see that it is a popular topic on which many studies and research have been conducted. The recent financial turmoil drew the people`s attention on the issue of wage disparity, and the people started to discuss this issue on the equity and fairness grounds, but the only thing that economists can do is to examine the economic consequences of the wide wage disparities. It is much easier to conduct a study on the issue of wage disparity by using the data on the professional sport teams due to their several advantages and in this paper I chose to study the relationship between intra-team wage dispersion and teams` performance by using data on randomly chosen 16 teams from the National Football League over the sample period of 2000-2008. First of all, a general introduction to the issue takes place. Then a detailed theoretical background is provided. After mentioning some previous evidence and methodology, empirical results are revealed. Those results show us that Ramaswamy`s and Rowthorn`s Damage Potential Hypothesis is supported over Levine`s Cohesiveness Hypothesis by the data.</p>
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Wheaton, Heather Frederick. "The Relationship between Team Captains' Leadership Styles and Team Performance." Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583300.
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<p> The purpose of this quantitative correlational study was to test the full-range leadership theory and measure the relationship, if any, between team captains’ leadership styles and team outcome (by winning percentage). Analyzing the relationship between team captains’ leadership styles and performance would add knowledge to the existing research on leadership development in the area of sport. A review of literature yielded few studies of athlete leadership and performance compared to coach leadership. Discovering potential relationships between athlete leadership and performance may challenge beliefs that coach leadership is more important than other types of informal leadership. The study involved the surveying of student-athletes, team captains, and coaches of collegiate athletic programs from a single Division III College located in the Midwest. The Multifactor Leadership Questionnaire (MLQ-5x) was used to assess the four leadership constructs: transformational, transactional, passive-avoidant, and laissez-faire leadership of team captains. Results of the correlation indicated a significant relationship between transformational and transactional leadership mean scores and team performance via winning percentage. ANOVA regression results indicated that no significant differences existed between team captain’s mean scores that could be attributed to the survey participant’s role on their respective team. Recommendations for future research include replication with a larger sample, including more schools and various sports.</p>
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Waker, Lionel. "Enhancing information systems project team performance : team member selection strategies." Master's thesis, University of Cape Town, 2001. http://hdl.handle.net/11427/8760.
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Bibliography: leaves 104-109.<br>It is widely acknowledged that the information Systems (IS) industry suffers from a high failure rate with regards to IS development projects. Much of the effort to improve IS project performance has been focussed on technological issues. However, there is an increasing body of evidence that suggests that the nature of the problems facing the teams that are assigned to these projects is more sociological than technological. As the adoption and utilisation of teams becomes more prolific in the IS industry, it is becoming increasingly important to develop team composition methods that take the compatibility of team members into consideration. Many IS team member selection strategies are based primarily on the traditionally measurable skills of individuals. Yet, selecting a team in which the members have the appropriate skills does not guarantee that the individuals in the team will combine to form an effective and cohesive unit. Several team effectiveness models relating to sociological constructs have been developed in past research. These identify variables that have been predicted to influence the effectiveness of various types of teams. This research proposes a model that demonstrates the extent to which certain variables that have been identified in the literature influence the effectiveness of IS project teams. Through this assessment, it is possible to isolate the variables that have a significant impact on IS team effectiveness, thereby highlighting some of the sociological issues that should be considered when selecting team members. The relationships in the model were tested through a questionnaire that was distributed amongst 33 Information Systems project teams. Individuals in 4 of the teams submitted incomplete responses, thereby yielding a final sample of 29 teams comprising 163 individuals. Where possible, all questions were based on previously validated instruments. Initial construct validity was improved by removing 2 items from the questionnaire. Certain constructs were broken into 2 dimensions, yielding a set of constructs with reasonably high validity. All construct measures in the instrument were shown to be statistically reliable. It was found that certain variables did have a significant impact on the effectiveness of IS project teams. The predicted relationships that were supported were those between skill heterogeneity and IS team effectiveness, and between team role balance and IS team effectiveness. It was shown that individuals are more likely to combine to form an effective team if they are diverse in terms of their skills and abilities. The members should also fulfil team roles that combine to provide the team with a team role profile that is balanced. The levels of cohesion within the teams mediated the relationship between skill heterogeneity and IS team effectiveness. A strong correlation between cohesion and IS team effectiveness was demonstrated. One of the relationships in the research model that was not supported was that between background heterogeneity and IS team effectiveness. it was initially predicted that teams in which members displayed a diverse set of backgrounds, expertise, and experience would be more effective than those that did not. The diversity levels of these characteristics within IS project teams were shown to have no influence on the effectiveness of the teams. Past research in which the impact of background heterogeneity on team effectiveness has been examined has also yielded mixed results. It is recommended that future research examine this relationship more closely as an increasingly migrant global work force will ensure that this issue wilt be one of the key issues facing IS management in the future. It is also suggested that research into the area of IS team composition variables be specific to both the type of IS project being undertaken, and the lifecycle stage in which the project is operating.
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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<br>D.B.A.<br>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.<br>Temple University--Theses
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Philo, Joel Richard. "An examination of team reactions to negative performance feedback and their relationship to team performance." Texas A&M University, 2004. http://hdl.handle.net/1969.1/1555.
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Despite the abundant research regarding individual-level feedback, few studies
examine team feedback, particularly the relationship between team feedback reactions and
organizational performance. Through a field study and a lab study, this paper examines two
reactions to team feedback, specifically blaming and strategizing, and their relationship to
team performance. Study 1 showed that both blaming and strategizing occur in about 1/3 of
team feedback meetings in an international sample of teams. Blaming was found to
negatively correlate with productivity improvement (r = -.59), whereas strategizing was
found to positively correlate with productivity improvement (r = .33). Study 2 was a lab
study conducted to addresses several of the limitations from Study 1. The results from Study
2 were mixed. Although the manipulation failed to differentiate the experimental conditions
in Study 2, post hoc correlational analyses showed a positive relationship between
strategizing and viability, and a negative relationship between excuse making and viability.
Correlational analyses also revealed a negative relationship between blaming or excuse
making and team cohesion. These results suggest further research is warranted in this area.
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Lerner, Vyacheslav Semenovich. "Cultural Backgrounds Influencing Virtual Team Performance." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1410.
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Virtual teams improve organizational performance and competitiveness because they reduce business travel and allow team members to work from anywhere, anytime, using the Internet to complete projects. Although researchers have identified benefits of using virtual teams, knowledge about how cultural backgrounds influence virtual team performance is limited. Illuminating this relationship may help leadership improve team performance. The purpose of this phenomenological study was to explore the lived experiences of team members with different cultural backgrounds to understand their effect on team performance. The research questions were based on the conceptual framework of organizational cultural theories developed by Schein and Trompenaars and Hampden-Turner. Interview questions were electronically distributed to a purposeful sample of 20 participants who worked on virtual teams and could describe their lived experiences. Data were collected, coded using open and axial techniques, and analyzed for themes and patterns. Key themes emerged such as cultural backgrounds, language barriers, communication, conflict, and use of information technology. Findings included techniques for improving communications, understanding different cultural backgrounds, and the satisfaction of team members. Implications for positive social change include an improved understanding among virtual team leaders regarding how different cultural backgrounds influence team performance. Results of this study may benefit organizations by helping them better manage the performance of multicultural virtual teams, thereby leading to improved product development and reduced costs associated with activities such as business travel and remote work.
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Dils, Marta Dolli. "Analysis of Performance Measurement Systems and their Application Spectrum in Teamwork." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-191515.
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This Master Thesis aims to provide an overview of performance measurement systems both business and team related and to analyse their application spectrum. Based on the theoretical analysis, a new framework was created, including all relevant factors to analyse team performance. Thus the research questions of whether performance is measurable and what factors influence performance were investigated. The team performance framework (TPF) and the results from its application are presented in the practical part. The TPF includes different factors influencing team performance, such as input factors, motivation, communication, and output factors. This academic research concludes that various factors influence performance but that simplistic theoretical models still cannot catch the whole complex picture of reality.
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Hoch, Julia E., and Jürgen Wegge. "Shared leadership in virtual teams: the impact of Cognitive, affective and behavioural team leadership on team performance." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2014. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-141229.
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The present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations.
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Hoch, Julia E., and Jürgen Wegge. "Shared leadership in virtual teams: the impact of Cognitive, affective and behavioural team leadership on team performance." Technische Universität Dresden, 2008. https://tud.qucosa.de/id/qucosa%3A27942.
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The present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations.
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Waltemyer, David Scott. "The effects of team diversity on a team process and team performance in the National Hockey League." [College Station, Tex. : Texas A&M University, 2006. http://hdl.handle.net/1969.1/ETD-TAMU-1139.
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Fogel, Annelie. "Team Performance : exploring team situation awareness, mental models, and team processes in breathing apparatus rescues." Thesis, Linköping University, Department of Computer and Information Science, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2643.
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<p>The current study aimed at investigating the concepts of team situation awareness, mental models, and team processes in relation to performance in the complex, dynamic environment of breathing apparatus rescues. Data was collected during exercises at Ågesta training center through questionnaires and after action reviews. 28 firemen and 5 instructors participated in the exercises. Also, a stimulated recall interview was conducted with 2 of the firemen that had participated in one of the exercises. The different data collection methods all indicated that well-developed mental models or a high degree of pre-task knowledge affected performance in a positive way. Moreover, a multiple regression analysis showed that both pre-task knowledge and team processes significantly can predict performance. The results of the analysis of team situation awareness in relation to performance were fairly ambiguous. Therefore, further research is needed to establish the relation between these concepts in the domain at matter.</p>
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Hannen, Timothy W. "The effect of personality style and team organization on team performance." Thesis, Monterey, Calif. : Naval Postgraduate School, 2007. http://bosun.nps.edu/uhtbin/hyperion-image.exe/07Dec%5FHannen.pdf.
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Thesis (M.S. in Human Systems Integration)--Naval Postgraduate School, December 2007.<br>Thesis Advisor(s): Shattuck, Lawrence G. "December 2007." Description based on title screen as viewed on January 18, 2008. Includes bibliographical references (p. 59-62). Also available in print.
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Beersma, Bianca. "Small group negotiation and team performance." [S.l. : Amsterdam : Kurt Lewin Instituut] ; Universiteit van Amsterdam [Host], 2002. http://dare.uva.nl/document/86168.
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Undre, Shabnam. "Team performance in the operating theatre." Thesis, Imperial College London, 2007. http://hdl.handle.net/10044/1/11941.
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Abdullah, Maznah. "The impact of team design on team innovations for organisational performance: the case of parallel teams in Malaysia." Thesis, Curtin University, 2014. http://hdl.handle.net/20.500.11937/2543.
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Organisational theories emphasised that team design factors do not influence team innovation directly. Therefore, with parallel-team as a research context, this research investigated how the team design influences team innovation through innovation-climates and reflexivity. The contributions of innovations by the parallel-teams to operational and organisational performances were also examined. The findings of this research are practically useful to the managers and leaders in formulating a design of their parallel-teams for a higher innovation level.
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Uhl, Elizabeth. ""Work Hard and Be Kind”: How a Sports Team’s Shared Values Promote Social Movement Engagement." Thesis, Boston College, 2021. http://hdl.handle.net/2345/bc-ir:109149.
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Thesis advisor: Lyndon Garrett<br>Coinciding with the upsurgence of the Black Lives Matter Movement in the Summer of 2020, collegiate and professional sports teams have exhibited increased involvement in social issues. Existing research primarily analyzes the platform and visibility that athletes have to promote social agendas, but there is a gap in knowledge regarding how a sports team forms a collective identity around a social movement. This study seeks to fill this gap in research by utilizing qualitative surveying and interviewing to examine how Boston College athletes engage in the Black Lives Matter Movement. Processes of grounded theory and inductive analysis are used to understand how the Boston College Women’s Rowing Team values contribute to the team’s shared mental model to fulfill the conditions of social movement emergence and further promote team value adoption and team success. Evaluation of student-athletes across different Boston College teams through this study also offers insights to the controversy over sports teams engaging in social issues<br>Thesis (BA) — Boston College, 2021<br>Submitted to: Boston College. College of Arts and Sciences<br>Discipline: Departmental Honors<br>Discipline: Sociology
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Duruk, Mert, and Ekin Topcu. "The Hidden Ingredients of Team Performance : A conceptual model for emotional intelligence, self-leadership and team performance." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84464.
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Due to globalization and increasing complexity within the business environment, teams have become a way of life for many organizations in order to generate higher performance and sustain competitive advantage. Organizations, however, may fail to fully benefit from teams despite all the investment and efforts that they make. Herein, we believe that a possible way to cope with these failures might be establishing an understanding that individuals’, particularly team members’ need for autonomy within teams through accomplishing self-discipline and managing their emotions and behaviors. Therefore, our purpose in this study is to investigate the relationship between individuals’ emotional intelligence and their self-leadership ability in the context of team performance. In line with this purpose, we find plausible to employ conceptual research approach in order to build an integrated and logical model, with proposed hypotheses, which could be used as a departure point for the researchers and their empirical studies in the future. Through this model, we argue that individuals’ emotional intelligence has a positive impact on the self-leadership ability and its three strategies, which are behavior focus strategy, natural reward strategy, and constructive thought patterns strategy, by managing and regulating one’s own and other’s emotions. Hence, as suggested, the association of emotional intelligence and self-leadership can influence team communication, team trust, team learning and team creativity positively thus it may enhance the overall team performance.
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Monteiro, Maria Teresa Bessa. "What makes a good team?" Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/10301.
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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics<br>Created in organizations to solve problems, provide services or create products, teams
are seen as mechanisms that enable organizations to efficiently respond to customers
demands. When studying team work one observes that at the same time that members
are working to a common purpose and objective, each member fosters the achievement
of these through their individual contributions.
However, just as too much individuality creates problems, so does too much coesion. In
this sense, the importance of achieving a balance, as well as an interrelation between
individual contribution and collective work is crucial to enhance team performance.
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Miles, Jeffrey Allen. "The effects of team creation procedures on team members' satisfaction and performance." The Ohio State University, 1993. http://rave.ohiolink.edu/etdc/view?acc_num=osu1279820943.
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Potter, Gareth Wyn. "Modelling winning performance in invasive team games." Thesis, Cardiff University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262768.
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Rojas-Villafane, Jose A. "An Agent-based Model of Team Coordination and Performance." FIU Digital Commons, 2010. http://digitalcommons.fiu.edu/etd/250.
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This research is based on the premises that teams can be designed to optimize its performance, and appropriate team coordination is a significant factor to team outcome performance. Contingency theory argues that the effectiveness of a team depends on the right fit of the team design factors to the particular job at hand. Therefore, organizations need computational tools capable of predict the performance of different configurations of teams. This research created an agent-based model of teams called the Team Coordination Model (TCM). The TCM estimates the coordination load and performance of a team, based on its composition, coordination mechanisms, and job’s structural characteristics. The TCM can be used to determine the team’s design characteristics that most likely lead the team to achieve optimal performance. The TCM is implemented as an agent-based discrete-event simulation application built using JAVA and Cybele Pro agent architecture. The model implements the effect of individual team design factors on team processes, but the resulting performance emerges from the behavior of the agents. These team member agents use decision making, and explicit and implicit mechanisms to coordinate the job. The model validation included the comparison of the TCM’s results with statistics from a real team and with the results predicted by the team performance literature. An illustrative 26-1 fractional factorial experimental design demonstrates the application of the simulation model to the design of a team. The results from the ANOVA analysis have been used to recommend the combination of levels of the experimental factors that optimize the completion time for a team that runs sailboats races. This research main contribution to the team modeling literature is a model capable of simulating teams working on complex job environments. The TCM implements a stochastic job structure model capable of capturing some of the complexity not capture by current models. In a stochastic job structure, the tasks required to complete the job change during the team execution of the job. This research proposed three new types of dependencies between tasks required to model a job as a stochastic structure. These dependencies are conditional sequential, single-conditional sequential, and the merge dependencies.
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Moshier, Scott Jeffrey. "Collective Leadership as a Mediator of the Relationship between Team Trust and Team Performance." Thesis, Virginia Tech, 2011. http://hdl.handle.net/10919/46211.
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The present study investigated the relationship between collective leadership, team trust, and team performance longitudinally and with the inclusion of a performance feedback loop. Collective leadership was hypothesized to mediate the relationship between team trust and team performance; however, this hypothesis was not supported. Additional analyses support the conceptualization of collective leadership as an emergent state because collective leadership density increased significantly across two time-points. Further hypothesis testing revealed performance feedback to influence subsequent levels of team trust.<br>Master of Science
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Verlicchi, Giacomo. "Team Performance – un'analisi sperimentale per valutare l'impatto della comunicazione e della percezione sui risultati." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2019.
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Le organizzazioni di oggi, sempre più globali, complesse e interconnesse, si basano maggiormente sui team per raggiungere i propri obiettivi. Più persone raggiungono performance a cui un singolo difficilmente arriverebbe. Le performance di team sono oggi un argomento di largo interesse, per il fatto che si vogliono comprendere quali siano i fattori che maggiormente le influenzano.
La comunicazione e le percezioni, caratteri propri degli esseri umani, possono influenzare le interazioni e di conseguenza i risultati.
Questa ricerca sperimentale aveva l'obiettivo di valutare quantitativamente l'impatto di comunicazione e percepito sui risultati, servendosi delle tecnologie oggi disponibili: big data, data analytics e badge sociometrici.
Sono stati raccolti e analizzati dati provenienti da quasi 300 persone, aggregate in 57 team, che hanno svolto due attività con output precisi. I risultati mostrano che sia gli aspetti comunicativi sia quelli di percepito impattano sul risultato raggiunto dai team.
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Heng, Siok Sim Agatha. "The relationship between team characteristics with team performance in Malaysian teams." 2006. http://hdl.handle.net/2100/522.
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University of Technology, Sydney.Faculty of Business.<br>Organisations depend on teams to implement its strategies and enables organisations to be flexible and responsive in the competitive global environment. Teams contribute to the organisation while at the same time providing opportunities to team members to develop relationships within team. Teams are viewed as a major source of ‘environmental forces’ that help shape team members (McGrath and Kravitz, 1982). Previous research by Taggard and Brown (2001) shows that there is a statistically significant relationship between team members’ behaviour and team performance (e.g., participation and involving others, goal setting, feedback, team commitment, reaction to conflict, addressing conflict, averting conflict and communication). There is noticeably a lack of research on team behaviours in Malaysia. The first objective of this thesis is to explore the relationships between team performance and ‘behavioural’ characteristics in the Manufacturing and Telecommunication industries in Malaysia. Past findings suggest that ‘behavioural’ characteristics of well developed team tend to possess certain ‘behavioural’ characteristics (e.g., Wheelan and Hochberger, 1996; Woodcock and Francis, 1996). The literature (e.g., Hoigaard, et. al., 2006; Stevens and Champion, 1994) has shown that that ‘behavioural’ characteristics such as role clarity, role satisfaction, liking, goal agreement, openness to change and differences, participative leadership style, division of task into sub-teams, informal leadership role, effective handling of intra-team conflict and inter-team conflict are critical in team performance. The second objective seeks to investigate the relationship between team ‘structural’ factors (such as team size, team types, organisation size) and team behaviours. Team structure is viewed as ‘inputs’ to team behaviour (Gist et al., 1987). Goal contribution by teams (e.g., Hoegl and Parboteeah, 2003), customers (e.g., Kaczynski and Ott, 2004) and management (e.g., Samson and Daft (2003) were also included in the study. The third objective seeks to investigate the relationship between team members’ demographic variables (such as gender, ethnicity, age and education) and team behaviour and team performance. Scholars suggest that there is a link between team’s demography and team performance (e.g., Eisenhardt and Schoonhoven, 1990; Michael and Hambrick, 1992). Questionnaire data were collected from 59 work teams comprising of 137 individual team members) from both small and large organisations located in four regions in Malaysia (Penang, Kuala Lumpur Seremban and Malacca). The respondents were mainly Malay (52.9 percent), followed by Chinese (31.4 percent), and Indian (15.7 percent). Data were analysed using descriptive statistics, Pearson’s correlations and one way analysis of variance. The findings suggest that ‘behavioural’ characteristics such as role clarity, role satisfaction and division of task into sub-teams are critical for all aspects of team performance. Goal agreement, role clarity, role satisfaction and division of task into sub-teams and participative leadership style correlate with the team performance indicator of downtime reduction. Role satisfaction and division of tasks into sub-teams correlates positively with waste reduction. The findings indicate that team type and organisation size correlates with team performance. The findings suggest that involvement from team members drawn from cross-functional areas complement each other and these teams tend to have less conflict in task performance. Team members from large organisations seem to have a majority of effective team behaviours such as cohesiveness, liking for each other, goal agreement, role clarity, and openness to differences. These teams also have a preference for structured activities such as division of tasks into sub-teams, participative leadership style and are motivated to achieve team goals. Goal contribution by teams and customers are critical for team performance. Celebrations of team success provide opportunities for reinforcing team values and bonding team members to one another, thus creating a cohesive team. However, team size does not impact team performance. The findings show that teams with a majority of Malay members tend to be more cohesive, like each other more, agree to team goals, open to change and accept each other’s differences. They also tend to prefer structured activities such as the division of tasks into sub-teams and participative leadership style. Teams with a majority of Chinese and Indian members tend to have higher inter-team conflict and tend to focus on the team’s outcome. The findings have important practical implication for managers and supervisors who need to be sensitive to the differences and needs of the multi-ethnic race team. Intra-team and inter-team conflict could be minimised by providing interpersonal training and conflict resolution skills for team members to communicate positively and build rapport. The findings show that there is a strong relationship between team performance and team type, and team membership composition. Therefore, teams need to be labelled accurately according to the different team expectations and needs of the team (e.g., training, supervision, motivation). The findings found that team involvement in team goals is associated with team performance. This finding suggests that managers need to involve team members in setting reachable goals which provide a sense of direction to teams. In conclusion, the study found that there is a relationship between team ‘behavioural’ characteristics such as role clarity, role satisfaction and division of task into sub-teams and team performance in the Malaysian context. Ethnic values and cultural differences also influence team members’ behaviour. The study suggests that goal contribution by team and customer provide a sense of direction to teams in achieving the teams’ outcomes. Celebration of team success and team participation in convention enhances team performance.
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Pas, Marloes. "Team learning linking paradoxical team leadership and team performance: a moderated mediation study." Master's thesis, 2019. http://hdl.handle.net/10362/67988.
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Teamwork, and in turn, team leadership, are gaining popularity in today’s dynamic and complex economy. Therefore, the influence of team leadership has been subject to ample research. In addition to team leadership, team learning and team psychological safety are two key terms commonly analysed in team performance studies. Using a moderated mediation model, this thesis analyses the effect of paradoxical team leadership and its influence on team performance through exploitative and exploratory team learning. Also, the moderation effect of psychological safety on the relationship between paradoxical team leadership and exploitative and exploratory team learning is analysed. The study included 33 teams (124 individuals) from different industries. Our findings suggest that paradoxical team leadership has a positive influence on exploitative team learning, exploratory team learning and team performance. In addition to that, exploratory team learning mediated the paradoxical team leadership – team performance relationship. In contrast with our expectations, exploitative team learning did not mediate the relationship between paradoxical team leadership and team performance. Neither did team psychological safety moderate the relationship between paradoxical team leadership and exploitative and exploratory team learning. Lastly, the moderated mediation effect was insignificant. Based on this research, team leaders are urged to adopt a paradoxical leadership style in order to stimulate team learning and team performance.
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Chen, Pei-Chun, and 陳姵君. "A Theoretical Framework About Team: Team Performance." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/k436kv.
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碩士<br>淡江大學<br>國際企業學系碩士班<br>107<br>Although “Team” has been widely studied in previous research for years, how its performance works is relatively understudied. To complement the research, this study develops a theoretical framework of team performance based on team theory for the purpose of understanding through what elements are likely to influence team performance. Specifically, in the proposed framework, team performance is indirectly influenced by collective efficacy, dysfunctional behaviour, team politics, team emotional regulation, and team identification. Finally, the relevant propositions based on the framework and research conclusions are provided.
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"Harnessing Teamwork in Networks: Prediction, Optimization, and Explanation." Doctoral diss., 2018. http://hdl.handle.net/2286/R.I.51637.
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abstract: Teams are increasingly indispensable to achievements in any organizations. Despite the organizations' substantial dependency on teams, fundamental knowledge about the conduct of team-enabled operations is lacking, especially at the {\it social, cognitive} and {\it information} level in relation to team performance and network dynamics. The goal of this dissertation is to create new instruments to {\it predict}, {\it optimize} and {\it explain} teams' performance in the context of composite networks (i.e., social-cognitive-information networks).
Understanding the dynamic mechanisms that drive the success of high-performing teams can provide the key insights into building the best teams and hence lift the productivity and profitability of the organizations. For this purpose, novel predictive models to forecast the long-term performance of teams ({\it point prediction}) as well as the pathway to impact ({\it trajectory prediction}) have been developed. A joint predictive model by exploring the relationship between team level and individual level performances has also been proposed.
For an existing team, it is often desirable to optimize its performance through expanding the team by bringing a new team member with certain expertise, or finding a new candidate to replace an existing under-performing member. I have developed graph kernel based performance optimization algorithms by considering both the structural matching and skill matching to solve the above enhancement scenarios. I have also worked towards real time team optimization by leveraging reinforcement learning techniques.
With the increased complexity of the machine learning models for predicting and optimizing teams, it is critical to acquire a deeper understanding of model behavior. For this purpose, I have investigated {\em explainable prediction} -- to provide explanation behind a performance prediction and {\em explainable optimization} -- to give reasons why the model recommendations are good candidates for certain enhancement scenarios.<br>Dissertation/Thesis<br>Doctoral Dissertation Computer Science 2018
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Palacios, Vanessa Michelle. "Managing performance barriers in virtual teams." Thesis, 2010. http://hdl.handle.net/2152/ETD-UT-2010-12-2089.
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Technological developments and the modern economy have changed the way teams operate. Most professionals today are mobile and equipped with everything they need to work from anywhere at any time, including blackberries, laptop computers, email, video conferencing and other personal productivity devices. Doing work this way, allows for a wide range of benefits such as flexibility, diversity and an increase in productivity. However, these virtual teams require specific conditions to help them reach their full potential. This paper will identify the four major characteristics of virtual teams (geographic dispersion, electronic dependence, dynamic structure and national diversity) and use a model of virtual team effectiveness to examine the three team processes (transactive memory, work engagement and collective efficacy) that are most strongly affected by these characteristics. It will further suggest ways in which leadership can help to overcome these process losses through the establishment of trust, psychological safety and conflict management.<br>text
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Jolly, Richard Paul. "Virtual project team performance." Thesis, 2011. http://hdl.handle.net/2152/ETD-UT-2011-12-4551.
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The use of Virtual Teams has become substantially more common place as the “global economy” has grown. Technology has enabled teams to collaborate across time and space, but can these teams perform as well or better than their co-located peers? The answer to this question is critical for companies considering offshoring or near shoring specific job functions. This question is also important for companies that require specialized resources that are unavailable in the local market place. The cost of relocating and centralizing specialized resources can be high and can be altogether avoided if virtual team performance is high. This paper addresses the performance question, discusses contingency factors impacting performance, and provides recommendations based both on the research and real world experience of the author<br>text
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Lin, Shih-Ying, and 林詩穎. "The impact of team diversity and team conflict on team performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/44437503533724069825.
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碩士<br>國立中央大學<br>資訊管理研究所<br>93<br>In the past decade, team diversity has become one of the foremost topics of interest to managers and management scholars, and some studies have linked diversity to favorable performance and some shown that team diversity diminishes team performance. In order to fully capture the complex relationship between team diversity and performance, we separate team diversity into two parts－job related and non-job related, and examine the intervening role of conflict between team diversity and performance. Besides, we also examined if group longevity and trust moderate these diversity-conflict-performance relationships.
The model was tested with a sample of 60 teams. Results include: (1) team diversity has a significant positive associations with task conflict and relationship conflict. At the same time, the job-relatedness of team diversity within a group increases, task conflict and relationship conflict within the group increases. (2) team conflict is a mediating factor between team diversity and team performance. Task conflict and relationship conflict are both detrimental to team performance. (3) trust is a moderating factor between relationship conflict and team performance. It means the positive associations between relationship conflict and team performance becomes weaker in groups with highly trust. Implications on future study are discussed.
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Mei-ChenWu and 吳美珍. "Team Personality and Performance: Mediating by Team Cohesion." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/65086862569113626269.
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碩士<br>國立成功大學<br>高階管理碩士在職專班(EMBA)<br>103<br>This research aimed at a medical center nurse practitioner of Southern for the study, hope to understand the relevance of nurse practitioner team personality and team performance, team cohesion and to further explore this relationship intermediary affected. We do the survey with structured questionnaires. The study used data analysis tools as SPSS 12.0 statistical methods used include descriptive statistics, reliability and validity analysis, correlation analysis and regression analysis. The results of this study show that personality traits (neuroticism, extraversion, openness to experience, agreeableness and conscientiousness), the average level of team cohesion and team will indeed have an impact on performance. Further careful study can be found neuroticism will reduce team cohesion, and openness to experience, agreeableness and conscientiousness performed better in team cohesion. And the results of this study show team cohesion in neuroticism, openness to experience and agreeableness personality traits and team performance with full mediation effect.
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Chen, Ching-Wei, and 陳勁瑋. "Team Implicit Coordination, Team Work Engagement and Team Performance: Team-Member Exchange as Team Implicit Coordination Antecedent." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/ktqu47.
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碩士<br>國立東華大學<br>企業管理學系<br>105<br>This study mainly investigated whether team-member exchange is an antecedent variable for team implicit coordination and whether team implicit coordination and team work engagement play a mediating role in the relationship between team-member exchange and team performance. For this purpose, a survey was conducted and eventually 160 pieces of team data were collected (including 638 employees). Analysis using structural equation modeling (SEM) showed positive correlations between team-member exchange and team implicit coordination, between team implicit coordination and team work engagement, and between team work engagement and team performance. Furthermore, team-member exchange and team implicit coordination influenced team work engagement and team performance through the mediation effects of team implicit coordination and team work engagement, respectively. Finally, this study provides discussions, practical connotations and suggestions for further reserach.
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Smittick, Amber Leola. "The “I” in Team: Coach Incivility, Coach Sex, and Team Performance in Female Basketball Teams." Thesis, 2012. http://hdl.handle.net/1969.1/ETD-TAMU-2012-08-11781.
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With the continuing influx of teams in the workplace it is important to understand how incivility affects team success. The purpose of this study was to address this topic by investigating the effects of leader incivility towards team members on team outcomes. The team emergent states of team satisfaction, team cohesion, and team commitment were tested as mediators between team leader incivility and team performance. Additionally, leader sex was examined as a moderator to the incivility emergent states relationship. The current study used a sample of female college basketball teams to test the proposed model. Results revealed that leader incivility had a detrimental effect on team emergent states and subsequently team performance. These findings further the understanding of incivility in a team setting and its effect on team performance.
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Wang, Hsiao-ju, and 王曉如. "The Relationships among Team Coaching, Team Performance Process, Team Effectiveness, Team Design and Organizational Constraints." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/49301407391258749008.
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碩士<br>國立中央大學<br>人力資源管理研究所<br>102<br>The purpose of this study was to examine the theory of team coaching which is the mediating effect of team performance process on the relationship between team coaching and team effectiveness, moderated by team design and organizational constraints (Hackman &; Wageman, 2005). 110 valid project team samples were taken from ITRI. Regression analysis results showed that (1) team coaching significantly positively influenced team performance process and its three sub-processes (effort, strategy, and knowledge and skill), (2) team performance process and its three sub-processes significantly positively impacted on team effectiveness, and (3) team performance process and its three sub-processes partially mediated the relationship of team coaching and team effectiveness.
However, under the condition of ITRI’s project teams, the moderating effects of team design and organizational constraints were not proved to have effects on the relationship of team coaching and team performance process and the relationship of team performance process and team effectiveness respectively.
Implications suggested that project managers could enhance team effectiveness and team performance process by facilitating team coaching especially when there are little organizational constraints imposed on project teams and when the pattern of project team design was similar with ITRI.