To see the other types of publications on this topic, follow the link: Team Performance Framework; Team Performance; Performance Measurement Systems.
Journal articles on the topic 'Team Performance Framework; Team Performance; Performance Measurement Systems'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Team Performance Framework; Team Performance; Performance Measurement Systems.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Fowlkes, Jennifer, Jerry Owens, Corbin Hughes, Joan H. Johnston, Michael Stiso, Amanda Hafich, and Kevin Bracken. "Constraint-Directed Performance Measurement for Large Tactical Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 25 (September 2005): 2125–29. http://dx.doi.org/10.1177/154193120504902502.
Full textAbstract:
Large tactical teams must demonstrate integrative performance as tens to thousands of operators perform within highly dynamic, complex, and unpredictable environments. The development of methods for capturing integrated performance and the achievement of team goals, while also allowing for and even embracing adaptive performance, is challenging. However, as Distributed Mission Training (DMT) systems continue to mature and are increasingly representative of important training opportunities in the military, diagnostic performance assessment systems are needed to ensure training quality. In this paper, we propose a methodological framework for team performance that is responsive to the performance measurement challenges found within DMT systems. The approach is illustrated within a U.S. Navy research and development program called Debriefing Distributed Simulation-Based Exercises (DDSBE).
2
Schreuder, Frits, Rene Schalk, and Jeroen de Jong. "Psychological contracts in self-directed work teams." Team Performance Management: An International Journal 23, no. 3 (June 13, 2017): 136–55. http://dx.doi.org/10.1108/tpm-07-2016-0035.
Full textAbstract:
Purpose This study aims to examine reciprocal exchange in teams using a psychological contract (PC) framework. Adopting Rousseau’s conceptualization of the contract, the authors explore the extent to which the team members reciprocate perceived team obligations and fulfilment by adjusting their own obligations and fulfilment. A new scale for the measurement of obligations and fulfilment was developed. Team commitment was hypothesized as a mediating variable. Design/methodology/approach The new PC scale was tested in a longitudinal study design. A survey of a representative sample of 230 Dutch first-year college students nested in 73 teams was conducted. Findings The authors found that in student teams, perceived team obligations at Time 1 are positively associated with perceived member obligations at Time 2. Furthermore, they found higher commitment to the team as the team fulfilled the obligations as perceived by its members. Contrary to the exchange theory, in student teams, perceived fulfilment of obligations at Time 1 is not reciprocated by more obligations of its members at Time 2. No significant mediating effects are found of team commitment. Originality/value To date, this study provides the first measurement of contract fulfilment in non-hierarchical team relationships. The instrument can act as a tool to assess future team effectiveness and performance and adjust team composition accordingly.
3
Christ, Richard E., and Frederick A. Muckler. "The Measurement and Evaluation of Collective Unit Training and Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 37, no. 17 (October 1993): 1170. http://dx.doi.org/10.1177/154193129303701710.
Full textAbstract:
Recent reviews of team training and team performance have drawn at least one common conclusion: Much more research needs to be conducted on the process of and methods for measuring and evaluating teamwork. The current absence of reliable, valid, and robust measures of teamwork hinders not only the development of optimal collective training strategies, but also team-oriented research, human resource management efforts, and organizational and systems development programs. The objectives of this symposium are to (a) present an overview of some key theoretical and methodological issues which confront researchers and practitioners concerned with teamwork, and (b) introduce several innovative concepts, methods, and procedures which can aid in solving some of the problems associated with the measurement and evaluation of teamwork. These objectives will be met, in part, through presentations which describe and discuss (a) a conceptual framework for analyzing and interpreting measures of collective behavior, (b) the application of complexity theory-based measures to team and organizational performance, (c) a measure of teamwork based on the confidence team members have in their individual and collective capabilities, and (d) a system which supports the measurement and evaluation of unit collective performance in a simulation network environment. (The essence of these presentations are captured in the four papers which follow this abstract.) The discussant will provide his summary of the key issues addressed, as well as some that were not addresses. Finally, inputs and active participation of the audience will be solicited. The desired impact of this symposium is a heightened awareness and appreciation of the need for more research on teamwork measurement methods and procedures. The long-term goal of the symposium is to stimulate that research.
4
Zajac, Stephanie, Andrew Griggs, Katelyn Cavanaugh, Elizabeth Hunter Lazzara, and Courtney Holladay. "Measuring team effectiveness in healthcare: A comprehensive and practical tool." Journal of Clinical Oncology 38, no. 15_suppl (May 20, 2020): e19188-e19188. http://dx.doi.org/10.1200/jco.2020.38.15_suppl.e19188.
Full textAbstract:
e19188 Background: Publication trends reveal that research on teams and teamwork in healthcare has surged over the past decade. Efforts to improve team effectiveness have also become pervasive, with team training being identified as a top strategy for improving patient outcomes. Unfortunately, measures of team effectiveness in the literature vary greatly and are aimed largely toward clinical teams. The aim of this effort, therefore, is twofold: (1) to provide a tool that can be adapted and used to diagnose performance and guide targeted team training across team types, and (2) to further our understanding of teams across all areas of a healthcare system (clinical, research, and administrative) by providing a standard measurement tool. Methods: We began with a comprehensive framework of team effectiveness developed through a top down (i.e., literature review) and bottom-up (i.e., focus groups, interviews) approach. The framework includes 23 constructs identified as critical to teams (e.g., clear roles, supportive culture, conflict management, shared mental models). Next, three subject matter experts (SMEs) identified and compiled measures of team effectiveness published in the healthcare teams literature. Items were reworded as needed to be generally applicable across healthcare team types. The three SMEs then matched each revised item to the framework by independently labeling each with the framework construct it best represents. Items on which 2 out of 3 experts agreed were kept, and new items were generated as needed for construct coverage resulting in a refined item bank. This item bank was again independently rated on quality of item (e.g., clarity, avoidance of double-barreled questions) and construct representativeness (i.e., ensuring the most important aspects of each construct were captured). Two additional subject matter experts then reviewed the ratings, and kept the top five rated items for each construct, ensuring full coverage of the construct (i.e., removing items that were duplicative and tapped the same part of a construct). Results: The processes above resulted in a measure with 115 items that capture 23 fundamental constructs for teams in healthcare. Conclusions: The measure developed is applicable across team types. It can be adapted and used to diagnose team performance, inform training, and further understanding of what facilitates effective teamwork in multi-team systems performing diverse functions across the healthcare system.
5
Kayaga, Sam. "Soft systems methodology for performance measurement in the Uganda water sector." Water Policy 10, no. 3 (June 1, 2008): 273–84. http://dx.doi.org/10.2166/wp.2008.153.
Full textAbstract:
Water and sanitation services in developing countries are delivered in an extremely complex institutional environment, characterised by “soft” problems, that is problems with significant political and social components whose “what” and “how” cannot be defined early in the intervention process. A problem situation common in developing countries depicting “soft” characteristics is how to improve the effectiveness and efficacy of existing performance measurement systems to track the progress towards achievement of water/sanitation-related Millennium Development Goals (MDGs). Such problem situations are better handled using soft systems methodology (SSM), a methodology recommended by Professor Checkland and his research colleagues at Lancaster University, UK. In 2003, SSM was applied in an intervention that aimed to improve performance measurement systems in the Uganda water/sanitation sector. Through strong participation of the key stakeholders, a team of researchers with their local counterparts in Uganda developed and field tested a performance measurement framework. According to an evaluation by the international donor community, policy makers and managers in the sector, the past three annual water/sanitation sector performance reports compiled using the performance measurement framework have depicted a progressive qualitative improvement.
6
Rosen, Michael A., Aaron S. Dietz, Ting Yang, Carey E. Priebe, and Peter J. Pronovost. "An integrative framework for sensor-based measurement of teamwork in healthcare." Journal of the American Medical Informatics Association 22, no. 1 (July 22, 2014): 11–18. http://dx.doi.org/10.1136/amiajnl-2013-002606.
Full textAbstract:
Abstract There is a strong link between teamwork and patient safety. Emerging evidence supports the efficacy of teamwork improvement interventions. However, the availability of reliable, valid, and practical measurement tools and strategies is commonly cited as a barrier to long-term sustainment and spread of these teamwork interventions. This article describes the potential value of sensor-based technology as a methodology to measure and evaluate teamwork in healthcare. The article summarizes the teamwork literature within healthcare, including team improvement interventions and measurement. Current applications of sensor-based measurement of teamwork are reviewed to assess the feasibility of employing this approach in healthcare. The article concludes with a discussion highlighting current application needs and gaps and relevant analytical techniques to overcome the challenges to implementation. Compelling studies exist documenting the feasibility of capturing a broad array of team input, process, and output variables with sensor-based methods. Implications of this research are summarized in a framework for development of multi-method team performance measurement systems. Sensor-based measurement within healthcare can unobtrusively capture information related to social networks, conversational patterns, physical activity, and an array of other meaningful information without having to directly observe or periodically survey clinicians. However, trust and privacy concerns present challenges that need to be overcome through engagement of end users in healthcare. Initial evidence exists to support the feasibility of sensor-based measurement to drive feedback and learning across individual, team, unit, and organizational levels. Future research is needed to refine methods, technologies, theory, and analytical strategies.
7
Dey, Chitra, and Ganesh M.P. "Team boundary activity: a review and directions for future research." Team Performance Management: An International Journal 23, no. 5/6 (August 15, 2017): 273–92. http://dx.doi.org/10.1108/tpm-06-2016-0029.
Full textAbstract:
Purpose The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research. Design/methodology/approach The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016. Findings The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity. Research limitations/implications This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest. Originality/value As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.
8
Haimson, Craig, David Diller, and Laura Kusumoto. "A Method for Exploring Teamwork Modeling and Assessment within a Multiplayer Game." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 12 (September 2005): 1215–19. http://dx.doi.org/10.1177/154193120504901225.
Full textAbstract:
Massively multi-player games (MMPGs) have the potential to enable training at a level of participation, intensity, and fidelity previously unrealized. As a first step towards the implementation of automated performance measurement technology for MMPGs, we explored an approach to developing training and assessment of team performance during urban infantry operations simulated within the Asymmetric Warfare Team Training Technology (AW-VTT) under development by Forterra Systems and RDECOM-STTC. Our method entailed (1) mapping a theoretical framework to established Army doctrine, (2) mapping doctrinal descriptions to specific activities within a simple yet operationally-valid scenario, and (3) developing rule-based descriptions of these activities and formally representing them within finite state networks to validate their consistency and completeness. We then enacted the scenario within AW-VTT to demonstrate the environment's capability for simulating the behaviors required for assessment of teamwork in this scenario. We describe this approach and discuss lessons learned.
9
Doolan-Noble, Fiona, Mataroria Lyndon, Andrew G. Hill, Jonathon Gray, and Robin Gauld. "Developing and Implementing a Framework for System Level Measures: lessons from New Zealand." Asia Pacific Journal of Health Management 11, no. 2 (July 1, 2016): 18–26. http://dx.doi.org/10.24083/apjhm.v11i2.181.
Full textAbstract:
Background: Measuring performance is now the norm in health systems. System Level Measures (SLMs), implemented at New Zealand’s Counties Manukau Health (CMH) are designed to support quality improvement activities undertaken across the health system using only a small set of measures. While the healthcare and performance measurement literature contains information regarding the facilitators and barriers to quality improvement initiatives, there is an absence of studies into whether these factors are germane to the establishment and implementation of a SLM framework.
Methods: A purposive sample of thirteen senior managers and clinicians involved in the construction and implementation of SLMs were invited to participate. Semi-structured telephone interviews were completed and recordings transcribed verbatim. Transcriptions were thematically analysed using a general inductive approach.
Findings: In total, ten interviews took place. Six facilitative themes were identified including: dispersed and focused leadership; communication; data; alignment of the measures with organisational strategic data; alignment of the measures with organisational strategic plans and values; stakeholder engagement; and a dedicated project team. Conversely, five themes were identified that hindered the process. These were: reaching consensus; perfection versus pragmatism; duplication and process burden; achieving buy-in and workload.
Discussion: The factors that facilitate and hinder establishing and implementing a framework of SLMs are common to other quality improvement approaches. However, this study demonstrated that these factors were also germane to SLMs. These findings are of particular relevance as researchers and policy makers elsewhere increasingly aim to adopt measurement arrangements for health systems that address equity, safety, quality, access and cost.
Abbreviations: CMH – Counties Manukau Health; DHB – District Health Board; IHI – Institute for Healthcare Improvement; QI – Quality Improvement; SLM – System Level Measure.
10
Mendibil *, Kepa, and Jillian MacBryde *. "Designing effective team-based performance measurement systems: an integrated approach." Production Planning & Control 16, no. 2 (March 2005): 208–25. http://dx.doi.org/10.1080/09537280512331333101.
Full text
11
Chenhall, Robert H., and Kim Langfield-Smith. "Performance Measurement and Reward Systems, Trust, and Strategic Change." Journal of Management Accounting Research 15, no. 1 (January 1, 2003): 117–43. http://dx.doi.org/10.2308/jmar.2003.15.1.117.
Full textAbstract:
This study examines the extent to which a manufacturing company used performance measurement and a gain-sharing reward system to achieve strategic change over a 15-year period. The case examines the initial impact of the gain-sharing scheme in overcoming inherent hostility within the workforce, its continued success in gaining the cooperation of employees to work toward the successful implementation of strategic initiatives and, finally, its limitations in sustaining ongoing strategic change after a ten-year period of apparent success. The firm eventually adopted team-based structures to complement gain sharing and sustain commitment to strategic change. We explain the apparent success of the gain-sharing scheme over the first ten-year period in terms of the role of organizational trust. Gain sharing is a mechanistic form of control system, and hence may be compatible with organizational trust. After this initial success, managers believed that the level of employee cooperation to sustain strategic change was insufficient to maintain high performance in an increasingly competitive environment. The firm then introduced team-based structures to enhance employee enthusiasm to work toward sustaining strategic change. The adoption of teams promotes personal trust and the sharing of values and goals. The team-based initiatives did not result in significant performance improvements. We attribute this result, in part, to the continued role of gain sharing, a mechanistic control, which inhibited the development of personal trust.
12
Marques-Quinteiro, Pedro, Pedro J. Ramos-Villagrasa, Ana Margarida Passos, and Luís Curral. "Measuring adaptive performance in individuals and teams." Team Performance Management 21, no. 7/8 (October 12, 2015): 339–60. http://dx.doi.org/10.1108/tpm-03-2015-0014.
Full textAbstract:
Purpose – While scales were developed to measure individual adaptive performance (IAP), fewer contributions have been done to assess the construct at the team level of analysis. This issue is addressed through two related studies: Study 1 builds on Pulakos et al. (2000) to develop a measure of IAP. Study 2 follows from the results in Study 1 and tests a measure of team adaptive performance (Chan, 1998). Design/methodology/approach – Scale development was done adopting a single level (Study 1) and multi-level (Study 2) structural equations modeling approach. Findings – Results suggest that both measures of individual and team adaptive performance are reliable and show evidence supporting the adequacy of adopting referent-shift methodologies to the measurement and aggregation of team members’ rating of team adaptive performance. Originality/value – The study offers a reliable, parsimonious and easy to apply measure of individual and team adaptive performance in organizational work environments.
13
Ngoma, Ngoma Sylvestre, and Mary Lind. "Knowledge Transfer and Team Performance in Distributed Organizations." International Journal of Knowledge-Based Organizations 5, no. 2 (April 2015): 58–80. http://dx.doi.org/10.4018/ijkbo.2015040104.
Full textAbstract:
The strategic significance of knowledge transfer to leverage team performance in geographically distributed organizations has been extensively studied. However, there is a dearth of scholarship about the interlacing dependencies between knowledge transfer, virtual collaboration, e-collaboration technologies and virtual team performance. This study explores the impact of virtual collaboration and e-collaboration technologies, mediated by knowledge transfer, on team performance in virtual environments. The authors report on the findings of multiple regressions and path analysis carried out on data collected from 219 key informants. The study found that virtual collaboration, e-collaboration technologies, and knowledge transfer differentially affect team performance. The authors propose a holistic framework which aligns virtual collaborative systems with business goals to advance the design and conceptualization of knowledge-based virtual teams.
14
Ciasullo, Maria Vincenza, Silvia Cosimato, Matteo Gaeta, and Rocco Palumbo. "Comparing two approaches to team building: a performance measurement evaluation." Team Performance Management: An International Journal 23, no. 7/8 (October 10, 2017): 333–51. http://dx.doi.org/10.1108/tpm-01-2017-0002.
Full textAbstract:
Purpose This paper reports a study that compares two different team-building approaches. The first one is the traditional top-down management approach. The second one is a hybrid bottom-up approach based on the consensus model. The aim of this paper is to determine which of the two approaches is the most effective across a number of performance measurements. Design/methodology/approach A case study is presented using data collected and analysed from a small family-owned vehicle maintenance firm. A mixed methods approach to data collection is utilized, including participant observation, focus groups, survey questionnaires and organizational performance reports. A convenience sample of eight routine maintenance jobs was selected for team performance comparison purposes. The measures used for comparing the two team approaches were lead time, customer satisfaction ratings and employees’ satisfaction ratings. Findings The teams assembled using the consensus approach performed better than those selected using the traditional top-down approach across all three performance measures, i.e. the jobs were completed faster and both customers and employees were more satisfied. Research limitations/implications This is an exploratory case study limited to one small family-owned business and, as such, findings may not be generalizable. Practical implications As an alternative to manager selected work teams, managers should involve and empower employees to select their own teams. This has the potential to offer benefits for both customers and employees of faster delivery times and increase satisfaction, as well as increase productivity for the firm. Originality/value This is the first field study to compare the performance of a hybrid, bottom-up approach to team building with the performance of a more traditional management, top-down approach to team building. It paves the way for a wider study to be conducted in the future to test the findings’ generalizability.
15
King, Kylie Goodell. "The impact of within-team variance on transactive memory system development and team performance." Team Performance Management: An International Journal 23, no. 3 (June 13, 2017): 124–35. http://dx.doi.org/10.1108/tpm-08-2016-0038.
Full textAbstract:
Purpose The purpose of this paper is to describe the dispersion models, where within-team variance is the outcome of interest, and propose the application of these models to the measurement of the transactive memory system (TMS). As teams become increasingly prominent in educational contexts and within organizations, it is important to evaluate how various measures of individual and team attributes relate to team performance. One measure that has been evaluated by a number of previous empirical studies is TMSs. Design/methodology/approach In past studies of TMS and in most teams research, team-level data are collected and correlated with performance, or individual-level data are collected, aggregated to the team-level data and then correlated with performance. While this is appropriate in situations where data are isomorphic or similar across levels of measurement, there are often important differences among within-team responses that lead to a discrepancy between the sum of individual attributes and a team-level measure. Findings Preliminary results demonstrate that within-team variance in reported levels of TMS has an inverse relationship with team performance. Research limitations/implications Future research should further evaluate the ability for dispersion models of TMS to predict team performance, especially in organizational settings with professional rather than student teams. Originality/value This paper provides a new approach to measuring TMS and relating TMS to team performance.
16
Trequattrini, Raffaele, Rosa Lombardi, and Mirella Battista. "Network analysis and football team performance: a first application." Team Performance Management 21, no. 1/2 (March 9, 2015): 85–110. http://dx.doi.org/10.1108/tpm-03-2014-0016.
Full textAbstract:
Purpose – This paper aims to illustrate how network analysis can be used to assess the group relationships within a professional football team, starting from the assumption that team results depend, at least in part, on the interaction between team members on the pitch. Elaborating an evaluation model of team relationships can help management in making conscious choices with regards to footballer assessment, selection and acquisition. Design/methodology/approach – The methodology is based on a qualitative/quantitative approach. Data have been acquired through direct observation. UCINET 6.4 software was used to elaborate the data. Findings – An empirical observation was carried out according to the network analysis applicative process, through the analysis of a UEFA Champions League match. The objective was to illustrate the potential of network analysis to assess football team relationships and identify a system of quantitative key indicators, which can be used to elaborate a framework for evaluating the relationships in professional football teams. Originality/value – This model means that it is possible to analyse elements such as the group members’ attitude towards cooperation, providing an evaluation tool for membership relationships that have not yet been expressed through quantitative indicators, as these indicators are relevant in the development of football game tactics.
17
Yin, Yuanyuan, and Sheng-feng Qin. "A smart performance measurement approach for collaborative design in Industry 4.0." Advances in Mechanical Engineering 11, no. 1 (January 2019): 168781401882257. http://dx.doi.org/10.1177/1687814018822570.
Full textAbstract:
Industry 4.0, the fourth industrial revolution, focuses on intelligent and smart manufacturing. This article investigates a smart design performance measurement approach, which can be utilized to support performance measurement implementation during a collaborative design process. First, we develop a smart product design framework with Industry 4.0 enabling technologies to support key design stages in an iterative fashion. Second, based on this framework, we propose a smart design performance measurement approach to potentially support a smart product design project management via its performance management. Third, we adapt our existing design performance measurement, for a traditional design environment into a smart design environment at its early stage to test its feasibility. This approach features integration of a flexible performance measurement setup, a multi-feedback design performance measurement mechanism and a multiple design performance measurement results presentation which allows the design performance measurement approach to produce flexible and customized operations by connecting design performance measurement with the stage-based design objectives, balancing design performance measurement feedbacks through interoperability between collaborative design team members and providing real-time design performance measurement results to guide design activities. An empirical industrial evaluation case study indicates that the proposed design performance measurement approach can support design team members in improving their collaborative design performance.
18
Mendibil, Kepa, and Jillian MacBryde. "Factors that affect the design and implementation of team‐based performance measurement systems." International Journal of Productivity and Performance Management 55, no. 2 (February 2006): 118–42. http://dx.doi.org/10.1108/17410400610641708.
Full text
19
Carolan, Thomas F., Peter Bilazarian, and Long Nguyen. "Automated Individual, Team, and Multi-Team Performance Assessment to Support Debriefing Distributed Simulation Based Exercises (DDSBE)." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 25 (September 2005): 2140–44. http://dx.doi.org/10.1177/154193120504902505.
Full textAbstract:
Automated, embedded data collection, assessment, and integration capabilities are key requirements of an instructional framework to support performance evaluation and debrief of multiple teams participating in distributed simulation-based exercises. This paper discusses recent progress in the application of automated performance data collection and assessment capabilities as part of a prototype Debriefing Distributed Simulation-Based Exercises (DDSBE) system. The automated data collection process obtains data from local and distributed simulation systems and operator consoles to assess individual, team, and multi-team performance on training objectives during critical and key events. Performance is assessed at the multi-team, team, and individual levels as appropriate. Automated and observer-based semi-automated assessments are integrated into data products suitable for debrief development. Methods, products, and results from the research and development effort to date are discussed.
20
Tantipisut, Panchana, and Pisal Yenradee. "Framework for Developing a Banking Performance Dashboard." International Journal of Knowledge and Systems Science 11, no. 1 (January 2020): 60–76. http://dx.doi.org/10.4018/ijkss.2020010103.
Full textAbstract:
This article creates a framework for conceptually designing a performance dashboard for banks. It provides guidelines for developing such a framework for banks and other organizations with similar characteristics. A three-step approach for developing the dashboard is proposed. The first step is to determine the ideal characteristics of an effective performance dashboard using an extensive literature search and expert opinions of TMB bank executives. Second, the current performance reporting system is analyzed using a simplified “Delphi” method to identify discrepancies from the ideal characteristics. Third, some missing elements are identified, and recommendations are provided to enhance the current performance reporting systems, to be an effective performance dashboard. The proposed ideal characteristics and the simplified “Delphi” method are effective to identify missing elements. Moreover, a working team comprised of academicians and bank executives can provide acceptable recommendations to improve the current performance reporting system, to become an effective performance dashboard.
21
Evertsz, Rick, and John Thangarajah. "A Framework for Engineering Human/Agent Teaming Systems." Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 03 (April 3, 2020): 2477–84. http://dx.doi.org/10.1609/aaai.v34i03.5629.
Full textAbstract:
The increasing capabilities of autonomous systems offer the potential for more effective teaming with humans. Effective human/agent teaming is facilitated by a mutual understanding of the team objective and how that objective is decomposed into team roles. This paper presents a framework for engineering human/agent teams that delineates the key human/agent teaming components, using TDF-T diagrams to design the agents/teams and then present contextualised team cognition to the human team members at runtime. Our hypothesis is that this facilitates effective human/agent teaming by enhancing the human's understanding of their role in the team and their coordination requirements. To evaluate this hypothesis we conducted a study with human participants using our user interface for the StarCraft strategy game, which presents pertinent, instantiated TDF-T diagrams to the human at runtime. The performance of human participants in the study indicates that their ability to work in concert with the non-player characters in the game is significantly enhanced by the timely presentation of a diagrammatic representation of team cognition.
22
Sexe, Frederick S. "A Theoretical Framework for a Dynamic Team Learning and Adaptation System." International Journal of System Modeling and Simulation 3, no. 2 (June 24, 2018): 13. http://dx.doi.org/10.24178/ijsms.2018.3.2.13.
Full textAbstract:
This paper will discuss a model for team learning and adaptation by applying sociotechnical and cognitive systems concepts to a model previously developed by [1] to facilitate double-loop learning in teams and organizations. Organizational knowledge assets will be explained relative to team learning followed by an explanation of the sociotechnical system that the model is based upon. An overview of the team cognitive systems model will be provided as a precursor to explaining the learning and adaptation system. The team learning and adaptation model combines sociotechnical and cognitive systems elements to provide a model explaining how team learning at the tactical level can be aligned with other organizational resources while aligning these efforts towards organizational strategy. The proposed model also provides a holistic means for implementing a problem-solving methodology within the sociotechnical and cognitive systems contexts.
The aim of this paper is to aid practitioners seeking to improve how his or her team learns, collaborates, and innovates at all levels of the organization. The paper is geared mainly towards practitioners interested in improving his or her team's performance. Academics interested in team learning and knowledge sharing may also find the model of interest in academic pursuits related to team learning and adaptation. Practitioners can use this model to identify shortcomings in team learning and adaptation performance relative to specific work requirements. Academicians can use the model to explain sociotechnical and environmental interactions relative to how teams perform learning and adapting behaviors.
23
Praptapa, Agung. "Management Control Systems and Its Effect on Performance." Journal of Accounting Management and Economics 19, no. 1 (January 27, 2018): 19. http://dx.doi.org/10.20884/1.jame.2017.19.1.529.
Full textAbstract:
This paper discusses how Management Control Systems is used to control performance in local government owned companies in Indonesia. Performance becomes important and unique in local government owned companies since those companies are not only targeted by profit but they also have responsibilities for social function. This study focuses on performance control in water supply companies as typical local government owned company in Indonesia. Balance Scorecard is chosen as the performance measurement tool in all water supply companies in Indonesia. This research applies quantitative research in order to analyze cause effect relationship between variables by using Multiple Regression Analysis. Data is collected through survey by using questionnaires. The respondents were the managerial team and employees of local government owned companies in Indonesia. The results show that four perspectives of Balance Scorecard are modified into four types of performance i.e. financial, service, operational, and human resource performance. This performance measurement is used to control people in achieving targeted performance. Moreover, this performance measurement becomes an important part of management control systems. This research also discovers that management control systems is effective to influence performance, even when some interventions exist.
24
Meslec, Nicoleta, and Daniel Graff. "Being open matters: the antecedents and consequences of cross-understanding in teams." Team Performance Management 21, no. 1/2 (March 9, 2015): 6–18. http://dx.doi.org/10.1108/tpm-10-2014-0055.
Full textAbstract:
Purpose – The aim of the current paper is to explore the role of cross-understanding as a mediator between openness to cognitive experience and reflective communication cognitions on the one hand and team performance on the other hand using the input-mediator-output-input (IMOI) model as a framework (Ilgen et al., 2005). Design/methodology/approach – The sample consisted of 156 participants organized in 37 student teams. Two mediation models were estimated while using a nonparametric resampling procedure of bootstrapping developed by Hayes (2012). Findings – Cross-understanding positively mediates the relation between openness to cognitive diversity and team performance and the relation between reflective communication cognition and team performance. Reflective communication cognition has a direct and negative relation to team performance. Additionally, the percentage of women within groups positively relates to group performance. Research limitations/implications – Future research could explore the validity of this model in other organizational settings and while using different indicators for team performance. Practical implications – Practitioners should encourage an open climate toward knowledge diversity and different perspectives within teams, as this might create the optimal conditions for cross-understanding to emerge. Team members should also be encouraged to learn not only about the knowledge of other team members but also about their beliefs, preferences and things they are sensitive to, as this awareness is beneficial for the overall team performance. Originality/value – This paper contributes to the team cognition literature by bringing empirical support for a relatively less investigated concept: cross-understanding. The paper establishes its relation to team performance and two of its potential antecedents – openness to cognitive diversity and reflective communication cognition.
25
Eaidgah, Youness, Amir Abdekhodaee, Manoochehr Najmi, and Alireza Arab Maki. "Holistic performance management of virtual teams in third-party logistics environments." Team Performance Management: An International Journal 24, no. 3/4 (June 11, 2018): 186–202. http://dx.doi.org/10.1108/tpm-05-2017-0020.
Full textAbstract:
Purpose The purpose of this paper is to investigate the use of an integrated approach for performance improvement of virtual teams (VTs) in third-party logistics (3PL) through the integration of performance management (PM), visual management (VM) and continuous improvement (CI) initiatives into one coherent system. The paper will also propose a methodological framework to establish such a system. The intended integrated system is called as integrated visual management (IVM) throughout this paper. Design/methodology/approach This research is based on a case study that took place in a 3PL context with 19 VTs of different sizes spread across Australia. Many major 3PL companies provide their services either internationally or nationwide and therefore use VTs on a regular basis. The selected company does the same. This case was picked as representative of the many complexities which VTs face in 3PL settings, e.g. geographical and temporal separations; different skill levels within the team and between different team bases; multi-teaming system; high staff turnover; recurring performance problems and firefighting approach to problem-solving; and highly demanding performance requirements from clients. Further, this case study, being of a newly established contract and team, enabled the observation of the team dynamic and complexities from the earliest stages. In addition, as the main author of the paper was part of the managerial layer of the studied VT, this provided it a unique opportunity to escape the usual bureaucracy and rather focus on the research. This study also includes a literature review on VTs along with PM, VM and CI, which comprises IVM. Findings It was found that an integrated approach to PM, VM and CI was effective in systematically improving the VT performance. The framework for implementing IVM was productive and enabled to successfully plan and deploy the improvement intentions. Even though the team was highly virtual and encompassed a range of situational challenges, including different skill levels, a multi-teaming system and a high staff turnover, nevertheless, through IVM, the results met and exceeded performance targets on a sustainable base. Inventory record accuracy, dispatch on time, delivery in full on time and dock to stock were improved by 45, 62, 22 and 25 per cent on average, respectively. Originality/value The originality of the paper comes from its methodological approach to performance improvement for VTs in 3PL contexts through integrating PM, VM and CI systems into one coherent system, IVM.
26
Armstrong, Ryan. "Critical realism and performance measurement and management." Management Research Review 42, no. 5 (May 20, 2019): 568–85. http://dx.doi.org/10.1108/mrr-05-2018-0202.
Full textAbstract:
Purpose The purpose of this paper is to explore the implications of adopting a critical realist position for the study of performance measurement and management (PMM) systems. Design/methodology/approach This paper discusses recent challenges to knowledge creation in PMM, arguing that overcoming these will require revisiting often implicit philosophical assumptions related to how the world is and how we learn about it. A critical realist perspective is explored and illustrated with the case of a software company attempting to empower and motivate its team. Findings Critical realism provides a means of building interdisciplinary knowledge in PMM. In addition to a generative view of causality, critical realism could augment a systems view of PMM by adopting a stratified view of reality and through its applied approach to knowledge building. The case illustrates the RRREIC approach and highlights the interplay of mechanisms of different scales and how this requires interdisciplinarity. Research limitations/implications Approaching the study of PMM with critical realism requires going beyond a particular tool or practice to understand the theory behind it. Such an approach can facilitate a layered, nuanced analysis of the issues facing organizations in a changing context. Originality/value This paper adds to discussion of philosophical topics in management and PMM and could help resolve ongoing challenges to knowledge building in the field, especially around barriers to conducting interdisciplinary research. In combination with rigorous methods, a strong philosophical base can facilitate relevant, lasting theories that can respond to a changing organizational context.
27
Jaakson, Krista, Anne Reino, and Peter Bernard McClenaghan. "The space between – linking trust with individual and team performance in virtual teams." Team Performance Management: An International Journal 25, no. 1/2 (March 11, 2019): 30–46. http://dx.doi.org/10.1108/tpm-03-2018-0024.
Full textAbstract:
Purpose Understanding the relationship between performance and trust in virtual teams is receiving significant attention due to “connected” virtual team contexts becoming more prevalent. This paper reports on new findings relating to the dynamics of trust and performance in virtual team contexts. The study aims to explore the evolution of trust and its mediating role in determining the performance of virtual teams, as well as to investigate if and how performance itself affected trust. Design/methodology/approach The study is based on a longitudinal quantitative survey of 71 international virtual student teams working in four universities in Finland, Estonia, Latvia and Russia. Findings In line with swift trust and social norms theory, the authors found that relatively high levels of initial trust did not change over the period of the teams’ projects in general, but in teams where feedback on performance was negative, both trust and trustworthiness declined significantly. Trust had a small mediating effect between group performances in two consecutive measurement points, meaning that past performance had an impact on trust, which in turn impacted the teams’ next performance. However, no mediating effect was present between individual and team performance. Practical implications The authors conclude that managing virtual teams should concentrate on team actions and achieving and recognising small quick wins at least as much as dealing with trust, specifically. Negative performance feedback should not deteriorate members’ perception of benevolence and integrity in the team. Originality/value The paper distinguishes the dynamics of two trust components and tests new models with these as partial mediators in determining virtual team performance. Importantly, the authors challenge the notion that emotional component of trust, perceived trustworthiness, is less relevant in virtual teams.
28
McDonald, L. B., and R. E. Reynolds. "Issues in Embedded Training Research for Naval Combat Systems." Proceedings of the Human Factors Society Annual Meeting 30, no. 10 (September 1986): 1012–13. http://dx.doi.org/10.1177/154193128603001016.
Full textAbstract:
Efforts are underway to determine which shore-based training system instructional support features (i.e., performance measurement, automated intelligent platform control, specialized feedback displays, missing team member simulation) are effective for embedded operator and team training. Integral to this work is an attempt to identify training technologies which need to be developed in support of embedded training.
29
Munar, Wolfgang, Syed S. Wahid, Sangeeta Mookherji, Cinzia Innocenti, and Leslie Curry. "Team- and individual-level motivation in complex primary care system change: A realist evaluation of the Salud Mesoamerica Initiative in El Salvador." Gates Open Research 2 (October 31, 2018): 55. http://dx.doi.org/10.12688/gatesopenres.12878.1.
Full textAbstract:
Background: We study the role of individual and team-level motivation in explaining large-scale primary care performance improvements in El Salvador, one of the top-performing countries in the Salud Mesoamerica Initiative. Methods: Case study with outlier sampling of high-performing, community health teams in El Salvador. Design includes scoping review of literature, document review, non-participant observation, and qualitative analysis of in-depth interviews following a realist case study protocol. Results: The interplay between program interventions and organizational, community and policy contexts trigger multi-level motivational mechanisms that operate in complex, dynamic fashion. Interventions like performance measurement and team-based, in-kind incentives foster motivation among individual members of high-performing teams, which may be moderated by working conditions, supervision practices, and by the stress exerted by the interventions themselves. Individuals report a strong sense of public service motivation and an overarching sense of commitment to the community they serve. At the interpersonal level, the linkage between performance measurement and in-kind incentives triggers a sense of collective efficacy and increases team motivation and improvement behaviors. The convening of learning forums and performance dialogue increases the stakes for high-performing teams, helps them make sense of performance data, and leads to performance information utilization for healthcare improvements. Closeness to communities creates strong emotional linkages among team members that further increases collective efficacy and social identity. Such changes in individuals, team, and organizational behaviors can contribute to improved delivery of primary care services and explain the gains in performance demonstrated by the program. Conclusions: This case suggests that primary care systems that rely on multi-disciplinary teams for the provision of care can benefit from performance measurement and management interventions that leverage individual and team-level motivation. Realist evaluation can help prioritize policy-relevant research and enhance the design and evaluation of large-scale performance reforms in primary care systems in low- and middle-income settings.
30
Mulvaney, C. J., and D. J. Maccoll. "Monitoring and benchmarking farm performance." NZGA: Research and Practice Series 16 (January 1, 2016): 87–93. http://dx.doi.org/10.33584/rps.16.2016.3262.
Full textAbstract:
Summary StockCARE has become recognised as a programme that can add value to sheep and beef farm businesses. The recognition is most likely built on some of the key features and benefits: • A systems based programme which has been proven to add value • Monitoring and benchmarking are the platform, but the intensity of the collection, interpretation and utilisation of information related to key drivers of every production system, is unique • StockCARE has a proven framework for a disciplined approach to the collection and analysis of production information. • The initial emphasis is on identifying, understanding and defining the factors that may limit performance, before solutions are considered • Farmers are encouraged to create a strong business team and develop strong relationships with people such as bankers, agronomists, fertiliser representatives and stock agents • StockCARE is about helping farmers optimise their business performance because not every farmer can be the "best" • StockCARE is long term, with on-going support for continuous improvement.
31
Bellini, Carlo Gabriel Porto, Rita de Cássia de Faria Pereira, and João Luiz Becker. "Customer Team Effectiveness through People Traits in Information Systems Development." International Journal of Human Capital and Information Technology Professionals 3, no. 3 (July 2012): 54–78. http://dx.doi.org/10.4018/jhcitp.2012070105.
Full textAbstract:
This article introduces measures to improve theoretical knowledge and managerial practice about the participation of teams in customized information systems software (CISS) projects. The focus is on people traits of the customer team (CuTe), that is, professionals from the client organization that contracts CISS projects who assume specific business and information technology roles in partnerships with external developers, given that both in-house and outsourced teams share project authority and responsibility. A systematic literature review based on a particular perspective of the socio-technical approach to the work systems enabled the compilation of measures that account for people traits assumed to improve CuTe performance. The resulting framework contributes to a much needed theory on the management of knowledge workers, especially to help plan, control, assess, and make historical records of CuTe design and performance in CISS projects.
32
Trainer, Hayley M., Justin M. Jones, Jacob G. Pendergraft, Cynthia K. Maupin, and Dorothy R. Carter. "Team Membership Change “Events”: A Review and Reconceptualization." Group & Organization Management 45, no. 2 (March 13, 2020): 219–51. http://dx.doi.org/10.1177/1059601120910848.
Full textAbstract:
Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.
33
Lee, Seyoon, Jun-Gi Park, and Jungwoo Lee. "Explaining knowledge sharing with social capital theory in information systems development projects." Industrial Management & Data Systems 115, no. 5 (June 8, 2015): 883–900. http://dx.doi.org/10.1108/imds-01-2015-0017.
Full textAbstract:
Purpose – Owing to their complex and knowledge-intensive nature, information systems development (ISD) projects require effective collaboration between business and technology experts. In this regard, social capital theory may provide a valuable framework and insight into explaining knowledge sharing behavior in an ISD context. The purpose of this paper is to expand the theory of knowledge sharing as developed thus far in the ISD project context using the full-blown team social capital theory. Design/methodology/approach – The expertise and communication effectiveness of business and technology professionals were posited as antecedents of team social capital and knowledge sharing. The research model for this study integrates expertise, communication, knowledge sharing, social capital, and team performance into a structural equation modeling. The research model was empirically tested with a data set from business and technology professional pairs collected from 115 ISD project teams. Findings – The results indicated that team social capital and knowledge sharing have significant influences on team performance. Team social capital appears to have a stronger influence on knowledge sharing than business and technology expertise. Communication effectiveness and technology expertise are important antecedents to raise team social capital. Originality/value – In this study, the social capital theory is applied toward enhancing the theory of knowledge sharing in ISD project teams. General social capital construct and measures are adopted and modified into the team social capital measures and validated empirically.
34
Schelling, Xavier, and Sam Robertson. "A development framework for decision support systems in high-performance sport." International Journal of Computer Science in Sport 19, no. 1 (July 1, 2020): 1–23. http://dx.doi.org/10.2478/ijcss-2020-0001.
Full textAbstract:
AbstractDecision making in sport involves forecasting and selecting choices from different options of action, care, or management. These processes are conditioned by the available information (sometimes limited, fallible, or excessive), the cognitive limitations of the decision-maker (heuristics and biases), the finite amount of available time to make the decision, and the levels of risk and reward. Decision support systems have become increasingly common in sporting contexts such as scheduling optimization, skills evaluation and classification, decision-making assessment, talent identification and team selection, or injury risk assessment. However no specific, formalised framework exists to help guide either the development or evaluation of these systems. Drawing on a variety of literature, this paper proposes a decision support system development framework for specific use in high-performance sport. It proposes three separate criteria for this purpose: 1) Context Satisfaction, 2) Output Quality, and 3) Process Efficiency. Underpinning these criteria there are six specific components: Feasibility, Delivered knowledge, Decisional guidance, Data quality, System error, and System complexity. The proposed framework offers a systematic approach for users to ensure that each of the six components are considered and optimised before, during, and after developing the system. A DSS development framework for high-performance sport should help to improve both short and long term decision-making in a variety of sporting contexts.
35
Oliveira, Andre Ribeiro de, and Adriano Proença. "Design principles for research & development performance measurement systems: a systematic literature review." Brazilian Journal of Operations & Production Management 16, no. 2 (May 26, 2019): 227–40. http://dx.doi.org/10.14488/bjopm.2019.v16.n2.a6.
Full textAbstract:
Goal: This paper aims to set the foundation on which a performance measurement system for the R&D function will be developed, assuming it not only as an organizational division, but also as a comprehensive process in order to better evaluate its efficiency and effectiveness.
Design/Methodology/Approach: This paper adopts a Design Science Research strategy as its methodological basis. It focuses on bringing guidelines from the body of organizational theory of knowledge to design effective management solutions for an R&D performance measurement system.
Results: A set of well-defined Design Principles to guide performance measurement system designs for R&D management.
Limitations of the investigation: Even though the design principles have been systematically obtained from the literature review, there was no adequacy test of these principles in practical cases, which should be conducted in future research.
Practical Implications: Managers and leaders of R&D teams may use theory-grounded guidelines to design their performance systems and to adjust such systems to their specific needs.
Originality/ Value: The main practical contribution of the study findings is to provide a comprehensive set of guidelines to design a R&D Performance Measurement System, rather than proposing another new complete theoretical framework to add to the literature.
36
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.
Full textAbstract:
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.
37
Ceri-Booms, Meltem. "Context and person-oriented leader in teams: a meta-analytical review." Team Performance Management: An International Journal 26, no. 1/2 (March 12, 2020): 91–121. http://dx.doi.org/10.1108/tpm-11-2019-0111.
Full textAbstract:
Purpose The research studies the role of contextual moderating variables on the relationship between person-oriented leadership behaviors (POLBs) and team performance. The authors claim that the varying effect sizes between POLBs and team performance are large because of the context the team is functioning in. Therefore, based on the framework of Johns (2006), this paper aims to investigate the moderating role of the relevant demographic (leader gender), social (in-group collectivism and team size), task (skill differentiation) and methodological (common method bias and the rater of the team performance) contextual variables in the study. Design/methodology/approach The authors accumulated evidence from 48 independent primary studies (N team = 4,276) to run the meta-analytic analyses. The authors followed the procedures described by Schmidt and Hunter (2015). For the categorical moderators, the analyzes were aided by the Hunter–Schmidt meta-analysis programs (2.0) (Schmidt and Le, 2014), which is an interactive software using a random-effects model. In the analyzes for the continuous moderators, the authors used Lipsey and Wilson’s (2001) statistical package for the social sciences macros and run meta-regressions using a random-effects model with unrestricted maximum likelihood. Findings The results indicate that the relationship weakens when female leaders exhibit these behaviors and when the team size increases. On the other hand, in-group collectivism strengthens the relationship. The study also found that the common method bias and the assessment method of the team performance are significant moderators altering the relationship. Practical implications The study highlights the perceptual differences and biases based on leader gender. Acknowledging these biases may help practitioners to appreciate the female qualities in leadership and decrease the undervaluation of female effectiveness. To create high-performing teams, leaders in high in-group collectivist countries are expected to develop a family feeling in the team by showing their concern for personal issues and build close interpersonal relationships. Researchers should use multiple sources to assess the predictor and criterion variables and also opt for more objective assessment methods for team performance. Originality/value With this study, the authors follow a substantively different perspective compared to the past meta-analytic reviews on this relationship. Rather than testing the inquiry whether there is a relationship between the two variables, the authors specifically focus on the role of contextual moderating variables. Several researchers have acknowledged that contextual considerations are critical in leadership-team performance research. Nevertheless, the body of research remains to be not cohesive. Thus, the study answers a call in the leadership area for a more context-based and cohesive understanding of the effects of leadership on team performance.
38
Lutz, Jonas, Daniel Memmert, Dominik Raabe, Rolf Dornberger, and Lars Donath. "Wearables for Integrative Performance and Tactic Analyses: Opportunities, Challenges, and Future Directions." International Journal of Environmental Research and Public Health 17, no. 1 (December 19, 2019): 59. http://dx.doi.org/10.3390/ijerph17010059.
Full textAbstract:
Micro-electromechanical systems (MEMS) have reduced drastically in size, cost, and power consumption, while improving accuracy. The combination of different sensor technologies is considered a promising step in the monitoring of athletes. Those “wearables” enable the capturing of relevant physiological and tactical information in individual and team sports and thus replacing subjective, time-consuming and qualitative methods with objective, quantitative ones. Prior studies mainly comprised sports categories such as: targeting sports, batting and fielding games as well as net and wall games, focusing on the detection of individual, non-locomotive movements. The increasing capabilities of wearables allow for more complex and integrative analysis expanding research into the last category: invasion sports. Such holistic approaches allow the derivation of metrics, estimation of physical conditions and the analysis of team strategic behavior, accompanied by integrative knowledge gains in technical, tactical, physical, and mental aspects of a sport. However, prior and current researchers find the precise measurement of the actual movement within highly dynamic and non-linear movement difficult. Thus, the present article showcases an overview of the environments in which the wearables are employed. It elaborates their use in individual as well as team-related performance analyses with a special focus on reliability and validity, challenges, and future directions.
39
Lin, Chieh-Peng, Zi-Ting Yang, and Her-Ting Huang. "Evaluating team performance and the mediating role of customer knowledge development: An absorptive capacity framework." Journal of Engineering and Technology Management 42 (October 2016): 46–64. http://dx.doi.org/10.1016/j.jengtecman.2016.10.001.
Full text
40
Hamman, William R., Jeffrey M. Beaubien, and Beth M. Beaudin-Seiler. "Simulation for the Training of Human Performance and Technical Skills: The Intersection of How We Will Train Health Care Professionals in the Future." Journal of Graduate Medical Education 1, no. 2 (December 1, 2009): 245–52. http://dx.doi.org/10.4300/jgme-d-09-00055.1.
Full textAbstract:
Abstract Aims The aims of this research are to begin to understand health care teams in their operational environment, establish metrics of performance for these teams, and validate a series of scenarios in simulation that elicit team and technical skills. The focus is on defining the team model that will function in the operational environment in which health care professionals work. Methods Simulations were performed across the United States in 70- to 1000-bed hospitals. Multidisciplinary health care teams analyzed more than 300 hours of videos of health care professionals performing simulations of team-based medical care in several different disciplines. Raters were trained to enhance inter-rater reliability. Results The study validated event sets that trigger team dynamics and established metrics for team-based care. Team skills were identified and modified using simulation scenarios that employed the event-set-design process. Specific skills (technical and team) were identified by criticality measurement and task analysis methodology. Discussion In situ simulation, which includes a purposeful and Socratic Method of debriefing, is a powerful intervention that can overcome inertia found in clinician behavior and latent environmental systems that present a challenge to quality and patient safety. In situ simulation can increase awareness of risks, personalize the risks, and encourage the reflection, effort, and attention needed to make changes to both behaviors and to systems.
41
Piórkowska, Katarzyna. "The Multi-level Homologous Logic and Prospective Research Concept on the Effects of Creativity and Ambidextrous Leadership on Innovative Performance." Journal of Management Research 9, no. 2 (March 31, 2017): 113. http://dx.doi.org/10.5296/jmr.v9i2.10846.
Full textAbstract:
The aim of the paper is to develop a conceptual research framework with regard to the relationships between creativity, ambidextrous leadership and innovative performance incorporating a multi-level homologous perspective. The aim has been achieved through critical extensive literature studies. The overarching key finding is that the effects of creativity and ambidextrous leadership on innovative performance may be examined within a multi-level homologous approach illustrating the associations among creativity, creative performance, and organizational performance at the individual, team, and organizational performance. The first section presents a general overview of the creativity phenomenon, namely creativity conceptualization as well as antecedents and effects at individual, team, and organizational level. The creativity with regard to ambidextrous leadership has been highlighted in the second section. Then, creativity, ambidextrous leadership and innovative performance in terms of a multi-level homologous research concept (specifically, a model, propositions, and measurement tools proposed) have been illustrated in the third section. Final remarks and research directions have been posed in the last section.
42
Chen, Jengchung Victor, Andree E. Widjaja, and Bianca Chen. "The Relationships Among Environmental Turbulence and Socio-Technical Risk Factors Affecting Project Risks and Performance in NPD Project Teams." International Journal of Sociotechnology and Knowledge Development 9, no. 2 (April 2017): 17–36. http://dx.doi.org/10.4018/ijskd.2017040102.
Full textAbstract:
This study proposes a research framework to empirically examine the relationships among environmental turbulence, socio-technical risk factors, project risk, and project performance for a New Product Development (NPD) project team in the telecommunications industry. In addition, the moderating effect of communication on the relationship between project risk and project performance is also analyzed. The samples were collected from NPD team projects in 17 of Taiwan's telecommunication public firms. Our results indicate a positive relationship between: (1) environmental turbulence and social-related risks, (2) social-related risks and technical-related risks, (3) socio-technical related risks and project risks, and (4) a strong negative relationship between project risks and project performance. Meanwhile, although statistically insignificant, the moderating effect of communication could weaken the relationship between project risk and project performance.
43
Won, Dong-Ok, Klaus-Robert Müller, and Seong-Whan Lee. "An adaptive deep reinforcement learning framework enables curling robots with human-like performance in real-world conditions." Science Robotics 5, no. 46 (September 23, 2020): eabb9764. http://dx.doi.org/10.1126/scirobotics.abb9764.
Full textAbstract:
The game of curling can be considered a good test bed for studying the interaction between artificial intelligence systems and the real world. In curling, the environmental characteristics change at every moment, and every throw has an impact on the outcome of the match. Furthermore, there is no time for relearning during a curling match due to the timing rules of the game. Here, we report a curling robot that can achieve human-level performance in the game of curling using an adaptive deep reinforcement learning framework. Our proposed adaptation framework extends standard deep reinforcement learning using temporal features, which learn to compensate for the uncertainties and nonstationarities that are an unavoidable part of curling. Our curling robot, Curly, was able to win three of four official matches against expert human teams [top-ranked women’s curling teams and Korea national wheelchair curling team (reserve team)]. These results indicate that the gap between physics-based simulators and the real world can be narrowed.
44
Rosenman, Elizabeth D., Jeremy B. Branzetti, and Rosemarie Fernandez. "Assessing Team Leadership in Emergency Medicine: The Milestones and Beyond." Journal of Graduate Medical Education 8, no. 3 (July 1, 2016): 332–40. http://dx.doi.org/10.4300/jgme-d-15-00400.1.
Full textAbstract:
ABSTRACT Team leadership is a critical skill for emergency medicine physicians that directly affects team performance and the quality of patient care. There exists a robust body of team science research supporting team leadership conceptual models and behavioral skill sets. However, to date, this work has not been widely incorporated into health care team leadership education.Background This narrative review has 3 aims: (1) to synthesize the team science literature and to translate important concepts and models to health care team leadership; (2) to describe how team leadership is currently represented in the health care literature and in the Accreditation Council for Graduate Medical Education Milestones for emergency medicine; and (3) to propose a novel, evidence-based framework for the assessment of team leadership in emergency medicine.Objective We conducted a narrative review of the team science and health care literature. We summarized our findings and identified a list of team leadership behaviors that were then used to create a framework for team leadership assessment.Methods Current health care team leadership measurement tools do not incorporate evidence-based models of leadership concepts from other established domains. The emergency medicine milestones include several team leadership behaviors as part of a larger resident evaluation program. However, they do not offer a comprehensive or cohesive representation of the team leadership construct.Results Despite the importance of team leadership to patient care, there is no standardized approach to team leadership assessment in emergency medicine. Based on the results of our review, we propose a novel team leadership assessment framework that is supported by the team science literature.Conclusions
45
Endres, Megan Lee, and Kyle T. Rhoad. "What makes a high performer share knowledge?" Team Performance Management 22, no. 5/6 (August 8, 2016): 269–83. http://dx.doi.org/10.1108/tpm-05-2016-0022.
Full textAbstract:
Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the USA. Findings Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players. Research limitations/implications Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young. Practical implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Social implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing. Originality/value The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.
46
Simek, Thomas C., Richard M. O'Brien, and Lesli B. Figlerski. "Contracting and Chaining to Improve the Performance of a College Golf Team: Improvement and Deterioration." Perceptual and Motor Skills 78, no. 3_suppl (June 1994): 1099–105. http://dx.doi.org/10.2466/pms.1994.78.3c.1099.
Full textAbstract:
Recent work with operant procedures in sports has shown that feedback, reinforcement, and chaining can be effective techniques in improving performance. In many cases, however, a problem remains in getting the participants to practice the appropriate responses. In the present study, 14 college golfers were put on successive contingency contracts over three weeks to go through the Total Golf chaining-mastery program of Simek and O'Brien. Rewards consisted of activities such as spots on the starting team and the opportunity to play better courses as well as tangible rewards such as new golf balls. After the first two weeks of training, through 19 steps backward from the green, the mean of three posttraining rounds for these 14 golfers was 3.4 strokes lower than the mean of their three rounds at baseline. At this point, the coach did not follow through with the rewards promised in the second contract. Having been placed on extinction, only three of the 14 players followed through on the third contract. In this return to baseline-like condition an average increase of over two strokes for the team as a whole was noted. The number of steps of the chain mastered in practice and the difference between mean scores at baseline and the last measurement period correlated 86, indicating that 74% of the improvement in golf scores was accounted for by performance on the mastery chain.
47
Srivastava, Pallavi, and Shilpi Jain. "A leadership framework for distributed self-organized scrum teams." Team Performance Management: An International Journal 23, no. 5/6 (August 15, 2017): 293–314. http://dx.doi.org/10.1108/tpm-06-2016-0033.
Full textAbstract:
Purpose Scrum, an agile software development method, has gained major interest among software development organizations. The scrum master should be well equipped with specific leadership traits and exhibit leadership behavior to effectively manage his/her team. However, in a distributed team, which is spread across geographies, having scrum master to lead the project team at each location is not viable. Therefore, every member in the team is expected to have the capability to become one. This paper aims to explore the leadership mechanisms desired for effective functioning of distributed self-organized scrum team members, leading to project success and overall customer satisfaction. Design/methodology/approach A qualitative research methodology with an open-ended questionnaire is followed by semi-structured in-depth interviews. The unit of analysis is a scrum master. Findings The qualitative findings unearth the kind of leadership mechanisms required for scrum masters and the team members in a self-organizing scrum team, leading to their project success and customer satisfaction. It includes a set of leadership approaches and behaviors explicitly related to the role of scrum masters. Both inductive and deductive approaches are used to develop a leadership framework applicable for distributed self-organized scrum teams. Research limitations/implications The proposed framework can be empirically tested with a large number of teams and more software organizations. Practical implications Organizations can use these identified specific leadership approaches and behaviors as parameters for identifying and selecting the potential scrum masters. They can be further trained on them to be an effective scrum master. Originality/value There is scant literature on the leadership mechanisms necessary for distributed scrum teams and their impact on project performance. This paper addresses this gap.
48
Oztaysi, Basar, Sezi Cevik Onar, Cengiz Kahraman, and Muharrem Gok. "Call center performance measurement using intuitionistic fuzzy sets." Journal of Enterprise Information Management 33, no. 6 (June 1, 2020): 1647–68. http://dx.doi.org/10.1108/jeim-04-2017-0050.
Full textAbstract:
PurposeThe companies are struggling to collect invoices due to the decrease in the economic growth. This global trend does not only affect undeveloped countries, but it also has a strong impact on the developed countries. Improving the debt collection process become a significant element to maintain financial stability. The institutions that are specialized on collecting payments, debt collection agencies and their call centers, with their expertise in the field can improve the payment process. Yet, managing evaluating the performance of debt collection agencies is a very hard process that involves uncertainty and imprecision. Performance measurement (PM) is a combination of numerically expressed characteristics which give insight about the success or degree of accomplishment of an activity. PM can be handled in various levels such as individual, team, department or company. The aim of this study is to present a systematic and objective PM method for call centers.Design/methodology/approachIn this study, first an exploratory approach is used to understand the call center measurement problem. Several meetings are done with the representatives of both call center firms and the parent firms that outsource debt collection process. Simultaneously, a broad literature review is conducted. An iterative approach is selected to reach deeper knowledge on the process. New meetings are planned and scope of the literature review has changed based on this iterative approach. After these steps, the problem has been considered as the multi-criteria decision-making problem since more than one criteria should be considered for evaluating the performances of call centers. The result of the literature review and the meetings with experts show that defining the weights for the criteria is very crucial for evaluating the performances accurately. Collecting human judgment for defining the weights of call center criteria necessitates dealing with vagueness and uncertainty. The intuitionistic fuzzy sets excellent tools for representing uncertainty. Interval valued intuitionistic fuzzy sets can easily represent the human judgments. Thus, in this study, an intuitionistic fuzzy multi-criteria decision making approach is used to design the proposed methodology. Incomplete interval-valued intuitionistic preference relations are used to determine the weights of the indicators aggregating linguistic evaluations of the decision makers.FindingsThe proposed approach provides an objective calculation of performance measurement. In order to provide objectivity, indicator performance functions are proposed for the first time in this study. Nine different functions and related parameters are defined to objectively measure indicator performances.Originality/valueThe paper proposes an objective and easy-to-modify approach for call-center PM, which can be used by call center managers. It presents a new fuzzy multi-criteria decision-making (MCDM) method for call center performance evaluation, which can consider the multi-experts' judgments under vagueness and impreciseness, which may be conflicting and incomplete interval-valued intuitionistic fuzzy preference relations. Also nine new functions are defined for indicator performance.
49
Patil, Madhukar Rajaram, and M. Suresh. "Assessment of Team Agility in Internet of Things Projects." Webology 18, Special Issue 01 (April 29, 2021): 137–48. http://dx.doi.org/10.14704/web/v18si01/web18050.
Full textAbstract:
Internet of Things (IoT) projects are special kind of Research and Development (R&D) projects. Team agility plays an important role in determining the agility of IoT project organizations. Thus the paper aims to evaluate the team agility level of IoT projects using multi-grade fuzzy and Importance Performance Analysis (IPA).The team agility index is computed using multi-grade fuzzy for the case IoT project is 7.63 which is between the ranges (6-8) which specifies as ‘Highly Agile’. The IPA is applied to identify the weaker attributes to improve the team agility of case IoT project. The framework can be used on a periodic basis to help IoT project managers to improve continuously their team agility level.
50
Eaidgah, Youness, Alireza Arab Maki, Kylie Kurczewski, and Amir Abdekhodaee. "Visual management, performance management and continuous improvement." International Journal of Lean Six Sigma 7, no. 2 (June 6, 2016): 187–210. http://dx.doi.org/10.1108/ijlss-09-2014-0028.
Full textAbstract:
Purpose The purpose of the paper is to study the interconnections between visual management, performance management and continuous improvement programmes and to suggest a practical framework to establish an effective visual management programme in association with performance management and continuous improvement systems. For the sake of simplicity, this paper refers to such a programme as integrated visual management (IVM) throughout this paper. Design/methodology/approach The following research included proposals and discussion, which were based on a case study which took place at a quality assurance (QA) department in PACCAR Australia, a global premium truck manufacturer, as well as authors’ own findings and experience, in addition to a literature-based review on visual management, performance management and continuous improvement. A systematic approach was followed to establish an effective IVM system. This paper is composed of two sections. Some of the most important literatures on visual management, performance management and continuous improvement are reviewed in the first section. Then the findings, as well as some other author findings, on why visual management works are summarised. The second section is dedicated to the case study. Findings Visual management can provide a simple and yet effective solution to enhance information flow in organisations. However, for visual management to yield its full benefit, it needs be part of a bigger plan. It has to be linked to a performance management programme, which provides input into visual management, and a continuous improvement initiative, which receives inputs from visual management. This paper proposes a practical framework to establish an IVM programme and provides a detailed description of its phases. The paper also presents the results achieved, during our case study, and views on the integration benefits, as well as on how to successfully implement an IVM programme. A systematic approach to establish an effective IVM system was followed. It laid a solid foundation to facilitate an effective flow of information in QA in its respective areas. This programme not only improved an understanding of the processes and raised awareness about the performance and associated issues, it also boosted transparency, discipline, shared ownership, team involvement and scientific mindset. It assisted in achieving significant and concrete process improvements. It helped in establishing a productive continuous improvement programme. It was observed that while visual management, performance management and team or company continuous improvement programmes each served a benefit individually, when they were linked together, as a whole, their synergy allowed for more significant achievements. Research limitations/implications The scope of this research is limited to use of visual management to manage performance and to lead continuous improvement initiatives. The research was performed in a manufacturing environment. Even though it is believed that the suggested framework for IVM and the findings are applicable to other business environments as well, further research in this direction is required. Also, the interconnection between visual management, continuous improvement and performance management based on a case study was investigated. More quantitative researches, on bigger scales, are required to better understand the mentioned interactions and to enhance our knowledge of these tools in a holistic manner. Originality/value The originality of the papers comes from its holistic approach to visual management, performance management and continuous improvement programmes and the suggested framework to establish an IVM programme.