Relevant bibliographies by topics / Team strategies

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

Academic literature on the topic 'Team strategies'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Team strategies"

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Mugg, Joan Canby. "Team-building strategies for multimedia teams." Performance + Instruction 35, no. 6 (July 1996): 10–11. http://dx.doi.org/10.1002/pfi.4170350604.

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Lyons, Rebecca, Heather A. Priest, Jessica L. Wildman, Eduardo Salas, and David Carnegie. "Managing Virtual Teams: Strategies for Team Leaders." Ergonomics in Design: The Quarterly of Human Factors Applications 17, no. 1 (January 2009): 8–13. http://dx.doi.org/10.1518/106480409x415152.

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Organizations' increasing use of virtual teams has emphasized the importance of effective virtual team leadership. Yet the distribution of team members complicates typical leader functions, such as supervision and support, which the leader must now perform through technology. In this article, we present 10 strategies for managing virtual teams, focusing on the role of technology and training. Our hope is that these strategies will inform designers and guide them in developing collaborative support tools and procedures for these tools and in designing training for the use of these tools.
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Salas, Eduardo, Diana R. Nichols, and James E. Driskell. "Testing Three Team Training Strategies in Intact Teams." Small Group Research 38, no. 4 (August 2007): 471–88. http://dx.doi.org/10.1177/1046496407304332.

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Santos, Susana C., Michael H. Morris, António Caetano, Sílvia F. Costa, and Xaver Neumeyer. "Team entrepreneurial competence: multilevel effects on individual cognitive strategies." International Journal of Entrepreneurial Behavior & Research 25, no. 6 (September 2, 2019): 1259–82. http://dx.doi.org/10.1108/ijebr-03-2018-0126.

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Purpose The purpose of this paper is to introduce the concept of team entrepreneurial competence, a team-level construct representing the level of shared abilities toward entrepreneurial activities within a new venture team. A multilevel model of the influence of team entrepreneurial competence and team entrepreneurial experience on the cognitive strategies of team members is developed and tested. Design/methodology/approach Using a sample of 47 early stage entrepreneurial teams (144 individuals), a set of hypotheses regarding the effect of team entrepreneurial competence on team member reliance on effectual and causal reasoning, together with the moderating effect of team entrepreneurial experience, are tested. Findings The results provide support for a positive multilevel association between team entrepreneurial competence and the reliance by team members on both causal and effectual reasoning strategies; members of teams with higher entrepreneurial competence and more entrepreneurial experience are more likely to engage in effectuation. Research limitations/implications Understanding how team-level predictors and moderators have a role in determining individual effectuation and causation strategies offers promise in advancing effectuation theory. Practical implications Teams develop entrepreneurial competencies that transcend those of individual team members; where teams have more collective entrepreneurial experience, the effect on the tendency of individuals to engage in effectual reasoning is enhanced, which can be beneficial in highly uncertain contexts. Originality/value The results of this study are a step forward for effectuation theory, as it demonstrates the role of team-level variables in explaining individual causal and effectual reasoning.
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Cheruvelil, Kendra Spence, Angela De Palma-Dow, and Karl A. Smith. "Strategies to Promote Effective Student Research Teams in Undergraduate Biology Labs." American Biology Teacher 82, no. 1 (January 1, 2020): 18–27. http://dx.doi.org/10.1525/abt.2020.82.1.18.

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Biology labs often make use of student teams. However, some students resist working in teams, often based on poor experiences. Although instructors sometimes struggle with student teams, effective teams in biology labs are achievable. We increased student learning and satisfaction when working in research teams by (1) including in the syllabus a teamwork learning objective “to practice effective teamwork and team management, including modeling behaviors of inclusion and ethics, and using leadership skills to foster problem solving, team communication, conflict management, consensus building, and idea generation”; and (2) designing and implementing exercises that teach students the value of working in a team and how to be part of an effective student team (e.g., developing shared expectations, creating norms of behavior and team culture, and building awareness of the importance of team conflict and likely student responses to such conflict). We also used individual and team reflections on team functioning, following formal online team assessment. This article presents details about our curricular innovations as well as pretest and posttest data demonstrating student attitudes and beliefs regarding teamwork. We experienced improved student satisfaction and success in introductory biology lab courses, as well as reduced instructor guesswork and stress regarding student teams.
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Dirks, Joni L. "Effective Strategies for Teaching Teamwork." Critical Care Nurse 39, no. 4 (August 1, 2019): 40–47. http://dx.doi.org/10.4037/ccn2019704.

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Teamwork is essential for health care providers, who must work together to ensure safe and effective patient care. The ability to function effectively as a team is especially important in critical care, where ad hoc teams are brought together for short-term management of crisis situations. Teamwork training has been widely implemented, but ongoing education and practice are needed to maintain and improve competency. This article reviews some of the literature on team science and provides recommendations for enhancing training to promote development of a shared mental model. Strategies such as ensuring multidisciplinary participation, clarifying team resources and goals, and creating practice scenarios can increase the effectiveness of training for critical care teams. Evaluation can provide immediate feedback on learning outcomes and may facilitate subsequent transfer of learning to the clinical setting. Interventions that improve a team’s ability to work toward a common goal can improve outcomes for critically ill patients.
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Nadarajah, Sivadev, and Kenneth Sundaraj. "A survey on team strategies in robot soccer: team strategies and role description." Artificial Intelligence Review 40, no. 3 (October 19, 2011): 271–304. http://dx.doi.org/10.1007/s10462-011-9284-0.

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Clark, Richard E. "Research-tested team motivation strategies." Performance Improvement 44, no. 1 (January 2005): 13–16. http://dx.doi.org/10.1002/pfi.4140440107.

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SEBERN, MARGARET. "HOME-TEAM STRATEGIES FOR TREATING." Nursing 17, no. 4 (April 1987): 50–54. http://dx.doi.org/10.1097/00152193-198704000-00023.

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Collins, Jamie, and Natalie Durand-Bush. "Coaching Strategies to Optimize Team Functioning in High Performance Curling." International Sport Coaching Journal 3, no. 3 (September 2016): 240–56. http://dx.doi.org/10.1123/iscj.2016-0073.

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The purpose of this study was to investigate coaching strategies to optimize team functioning in the context of high performance curling. Strategies were elicited from 10 male coaches, 12 women’s teams (N = 49 athletes) and seven men’s teams (N = 29 athletes) competing at an elite level. Over 150 strategies were identified as being essential for functioning effectively as a team and they pertained to the following seven components: (a) individual attributes (e.g., create a player contract), (b) team attributes (e.g., determine and adjust game strategy), (c) the foundational process of communication (e.g., script routines for communication), (d) structural team processes (e.g., determine acceptable behaviour/standards), (e) individual regulation processes (e.g., do self-assessments/check-ins), (f) team regulation processes (e.g., discuss leadership behaviours), and (g) the context (e.g., prepare for the opposition). Implications for coaching interventions are provided.
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Dissertations / Theses on the topic "Team strategies"

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Stewart, Robert Carl. "Team Member Selection Strategies." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4178.

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Business teams have been losing millions of dollars every year in cost and schedule over-runs from incomplete or failed projects. The purpose of this single case study was to explore the strategies that business managers use to determine team fit when selecting employees for assignment to cross-functional project teams. The participants for this study were 3 senior management personnel and a 6-member employee focus group, all from midsized, nonprofit organizations located within 200 miles of the tri-state region of Delaware, Maryland, and Virginia. The conceptual framework for this study was Werbel and Gilliland's theory of person-group fit, McCrae's and John's 5-factor model of personality, and Tuckman's theory of personality and group behaviors. Data collection was a triangulation of data from 3 sources: 3 semistructured interviews, a 6-member focus group, and a review of organizational documents. A manual thematic data analysis following the basic principles of Yin's 5-step data analysis process was first used to analyze the data, followed by a second analysis using a qualitative data analysis application. Three primary themes emerged from the data: the use of personality traits, the use of skills or job experience, and the importance of diversity were all evident as factors relating to team member selection strategies. A 4th emergent theme was leadership. The leadership theme was important in creating a positive team environment during the team implementation stage. One of the primary implications of social change could be a reduction in social biases and prejudices. As business managers and other employees learn to accept diversity among team members, they may carry these new social attitudes further into their personal lives.
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Waker, Lionel. "Enhancing information systems project team performance : team member selection strategies." Master's thesis, University of Cape Town, 2001. http://hdl.handle.net/11427/8760.

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Bibliography: leaves 104-109.
It is widely acknowledged that the information Systems (IS) industry suffers from a high failure rate with regards to IS development projects. Much of the effort to improve IS project performance has been focussed on technological issues. However, there is an increasing body of evidence that suggests that the nature of the problems facing the teams that are assigned to these projects is more sociological than technological. As the adoption and utilisation of teams becomes more prolific in the IS industry, it is becoming increasingly important to develop team composition methods that take the compatibility of team members into consideration. Many IS team member selection strategies are based primarily on the traditionally measurable skills of individuals. Yet, selecting a team in which the members have the appropriate skills does not guarantee that the individuals in the team will combine to form an effective and cohesive unit. Several team effectiveness models relating to sociological constructs have been developed in past research. These identify variables that have been predicted to influence the effectiveness of various types of teams. This research proposes a model that demonstrates the extent to which certain variables that have been identified in the literature influence the effectiveness of IS project teams. Through this assessment, it is possible to isolate the variables that have a significant impact on IS team effectiveness, thereby highlighting some of the sociological issues that should be considered when selecting team members. The relationships in the model were tested through a questionnaire that was distributed amongst 33 Information Systems project teams. Individuals in 4 of the teams submitted incomplete responses, thereby yielding a final sample of 29 teams comprising 163 individuals. Where possible, all questions were based on previously validated instruments. Initial construct validity was improved by removing 2 items from the questionnaire. Certain constructs were broken into 2 dimensions, yielding a set of constructs with reasonably high validity. All construct measures in the instrument were shown to be statistically reliable. It was found that certain variables did have a significant impact on the effectiveness of IS project teams. The predicted relationships that were supported were those between skill heterogeneity and IS team effectiveness, and between team role balance and IS team effectiveness. It was shown that individuals are more likely to combine to form an effective team if they are diverse in terms of their skills and abilities. The members should also fulfil team roles that combine to provide the team with a team role profile that is balanced. The levels of cohesion within the teams mediated the relationship between skill heterogeneity and IS team effectiveness. A strong correlation between cohesion and IS team effectiveness was demonstrated. One of the relationships in the research model that was not supported was that between background heterogeneity and IS team effectiveness. it was initially predicted that teams in which members displayed a diverse set of backgrounds, expertise, and experience would be more effective than those that did not. The diversity levels of these characteristics within IS project teams were shown to have no influence on the effectiveness of the teams. Past research in which the impact of background heterogeneity on team effectiveness has been examined has also yielded mixed results. It is recommended that future research examine this relationship more closely as an increasingly migrant global work force will ensure that this issue wilt be one of the key issues facing IS management in the future. It is also suggested that research into the area of IS team composition variables be specific to both the type of IS project being undertaken, and the lifecycle stage in which the project is operating.
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Kwaye, Alphonse Shefa. "Effective Strategies for Building Trust in Virtual Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5740.

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Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context.
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Butchibabu, Abhizna. "Anticipatory communication strategies for human robot team coordination." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/105597.

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Thesis: Ph. D., Massachusetts Institute of Technology, Department of Aeronautics and Astronautics, 2016.
Cataloged from PDF version of thesis. Page 131 blank.
Includes bibliographical references (pages 112-118).
Increasing prevalence of autonomous systems has generated interest in effective inclusion of robots as team members in many domains, especially where complex and safety-critical tasks must be performed. We envision a world where autonomous systems can be seamlessly integrated into high performing human teams. In order for team members to successfully work in concert to achieve a goal, the team must establish a common understanding of the task expectations and communicate effectively. In this dissertation , we drew inspiration from studies of effective human teamwork, which showed that best performing human teams exploit anticipatory coordination strategies (referred to as implicit coordination) to selectively communicate information based on the perceived needs of the other members in the team instead of requesting for information (referred to as explicit coordination). We elaborated upon prior characterizations of communication as implicit versus explicit by dividing implicit communication into two subtypes: (1) goal-based information (referred to as deliberative-implicit communication) and (2) status updates (referred to as reactive-implicit communication). Based on an empirical study conducted using 13 teams of 4 people working on a collaborative search-and-deliver task, we found that the best performing teams exhibited higher rates of deliberative communication than reactive communication compared to the worst-performing teams (p = 0.039). In other words, the best performing teams proactively shared goal-based information with their teammates. By gaining insight into how high-performing human teams communicate effectively, we developed a computational model using a Maximum Entropy Markov Model (MEMM) that selected the appropriate communication type (i.e., deliberative, reactive, explicit or no communication) for the autonomous agent using human teams' data. We showed that the MEMM model accuracy was high when the model was trained and tested using the best-performing teams' data (73.3%) and all 13 teams' data (92.3%) from the previously studied human-human teams. We further validated this model by assessing team performance in an empirical study where teams consisting of 2 human and 2 autonomous agent worked on a collaborative task. We compared the performance of teams with agents using the MEMM communication model to performance of teams with agents communicating using only deliberative-implicit communications or reactive-implicit communications. Results from this study showed that team performance with agents using the MEMM communication model was statistically better than team performance with agents using reactive-implicit communication model (p < 0.001) and deliberative communication model for the fastest five teams (p <0.001). We also found that mean task completion time for agent using the MEMM model was equivalent to the mean task completion time of human-human teams study within 95% confidence. For these reasons, we recommend that a human inspired communication model be further investigated and implemented in human robot teams meant to work in cooperation with human teammates. This is the first study to empirically demonstrate that teams consisting of humans and autonomous agents, where the agents were designed to emulate communication strategies of human teams, performs equally as well as teams with all humans.
by Abhizna Butchibabu.
Ph. D.
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Agbi, Rachel Oludolapo. "Leadership Communications Strategies for Enhancing Virtual Team Performance." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4900.

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The fast-growing trend of using virtual teams comes with challenges including the lack of knowledge by some virtual team leaders for managing virtual teams. The purpose of this single case study was to explore the communication strategies that leaders use to manage virtual teams in real time to enhance team performance. The sample was composed of 4 successful virtual team leaders of a multinational accounting firm whose headquarters is in the northeastern region of the United States of America. The conceptual framework that guided this study was Tuckman's small group developmental model. Data consisted of semistructured interviews and the review of archival company documents. The interview protocol, interview transcription, member checking, and methodological triangulation allowed for data reliability and validity. Five themes emerged regarding completion of the 4 stages (comprehension, synthesizing, theorizing, and recontextualizing) of data analysis: time synchronization, face-to-face interaction, continuous training, communication tools and frequency, and leadership training and development. The findings of this study could contribute to social change enhancing communication strategies used in virtual teams, which could result in higher employee satisfaction, which in turn could benefit the organizations and virtual employees, their families, and communities.
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Agbi, Rachel O. "Leadership Communications Strategies for Enhancing Virtual Team Performance." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10748206.

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The fast-growing trend of using virtual teams comes with challenges including the lack of knowledge by some virtual team leaders for managing virtual teams. The purpose of this single case study was to explore the communication strategies that leaders use to manage virtual teams in real time to enhance team performance. The sample was composed of 4 successful virtual team leaders of a multinational accounting firm whose headquarters is in the northeastern region of the United States of America. The conceptual framework that guided this study was Tuckman’s small group developmental model. Data consisted of semistructured interviews and the review of archival company documents. The interview protocol, interview transcription, member checking, and methodological triangulation allowed for data reliability and validity. Five themes emerged regarding completion of the 4 stages (comprehension, synthesizing, theorizing, and recontextualizing) of data analysis: time synchronization, face-to-face interaction, continuous training, communication tools and frequency, and leadership training and development. The findings of this study could contribute to social change enhancing communication strategies used in virtual teams, which could result in higher employee satisfaction, which in turn could benefit the organizations and virtual employees, their families, and communities.

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Kuehn, Susan. "Exploring U.S. Business Leaders' Strategies for Enhancing Team Communication." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2410.

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Many senior project managers (PMs) and other business leaders lack effective strategies for enhancing communication among their team members, thereby reducing profitability and organizational cohesion. The purpose of this exploratory case study was to explore communication strategies used by 22 PMs who were members of a project manager professional (PMP) association in Colorado, with 5 or more years of relevant experience and who worked at a leading technology company recognized for its effective PM communication strategy for enhancing business-team communication. The conceptual framework for this study was built on interpersonal, mass communication and profound leadership theories. PMs were interviewed, and those interviews were audio taped and transcribed. Transcripts were then analyzed based on a process of theory development and emergent themes comparison and combination. Member checking and review of interview transcripts strengthened the dependability and reliability of the final interpretations. Several emergent themes were identified, relating to standardized project communication strategy, project team building, and emotional intelligence (EI). The findings from this study may influence positive social change by helping managers promote more efficient communication strategies within their business organizations. Implications may include an increase in jobs, capital investments, vibrant economic sustainability, and new business opportunities. By implementing a standardized project communication strategy, team building, and EI, PMs can enhance project communication.
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Bloom, Gordon. "Characteristics, knowledge, and strategies of expert team sport coaches." Thesis, University of Ottawa (Canada), 1997. http://hdl.handle.net/10393/9903.

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In-depth, open-ended interviews were conducted with 16 expert Canadian coaches from the team sports of basketball, volleyball, field hockey, and ice hockey. The purpose of the interviews was to better understand the perceptions of expert team sport coaches regarding the characteristics, knowledge, and strategies that operate within their profession, and then to conceptualize the relationships between these various elements. Interviews were transcribed verbatim, and the unstructured qualitative data were analyzed inductively following the procedures and techniques outlined by Cote, Salmela and Russell (1995b). This process allowed the meaning units of the interview transcripts to be grouped into 79 tags and then regrouped into 22 properties. Six categories emerged from the analysis: coach-centered processes, organization, training, competition, athlete-centered processes, and contextual factors. The coach-centered processes category included the coaches' characteristics, knowledge, and strategies about personal growth and development, and ways of nurturing this process through continuous learning. The tasks of organization, training, and competition were central to their profession, with organization representing the point of departure of the other two categories since it was the foundation for training competition. These coaches were more than just efficient organizers, they were also highly motivated individuals who understood the magnitude of effectively outlining a global perspective to their team and then having the players comply with this mission. Training was based upon coaches' characteristics, knowledge, and strategies in physical, tactical, and technical training. Competition was a continuation and testing of the training process and the coaches played an active, integral role during each component of pre-, during-, and post-competition. Athlete-centered processes related to how the coaches perceived and dealt with athletes in such areas as empowerment and personal development, and how they chose athletes whose characteristics were compatible with the team mission. Contextual factors, such as level of competition and job conditions, also altered the organization, training, and competition categories of coaching. This research shed insight on the pedagogical strategies of expert teachers in sport by demonstrating how their characteristics, knowledge, and strategies drove the other processes of coaching.
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Sperling, Brian Keith. "Information Sharing Strategies To Improve Team Mental Models In Complex Systems." Diss., Georgia Institute of Technology, 2005. http://hdl.handle.net/1853/6975.

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This thesis hypothesizes that providing task specific information to individual team members will improve coordination and decision-making, and therefore team performance, at time critical tasks. Major themes addressed in this research include teams and team processes, mental models, team mental models, work domain analysis, and hierarchical task analysis. Furthermore, the theory behind the development of complementary models is introduced. A unique method to identify the information sources and requirements in a complex team environment is first discussed in general and then specifically applied in two domains. The findings are presented of two experiments examining the effects of imposing different information distribution strategies that range from no complementariness to full complementariness of information. Team communication, team and individual task performance, workload, and timeliness and effectiveness of team decision making were assessed in nominal and off-nominal conditions. The first experiment used an automobile simulator and examined team navigation while driving. A second experiment was designed to incorporate additional measures to more specifically investigate individual performance, team workload, and clarity of information requirements using a UH-60 Black Hawk helicopter simulator. The procedures used for both experiments provided for dynamic yet controlled environments through which critical factors that influence team process and performance could be evaluated accurately. Results of these experiments provide empirical evidence that providing task relevant information to individual team members in a time critical environment, while limiting their access to non-relevant information, improves individual and team performance. Furthermore, there is evidence of increased individual performance that indicates this method of distributing information among team members may provide individual crewmembers with a more accurate task relevant mental model of their own environment. This research provides new insight into how the distribution of information among team members effects the development of mental models, information requirements, team and individual performance, and communications, and highlights several directions for future research. The information distribution design principles presented in this thesis address the heterogeneity of teams; teams cannot be thought of as groups of identical individuals. The results concerning the communication, workload, performance and team of mental models were consistent across the domains in this research.
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Wade, Kristina Nicole. "Communication Strategies to Motivate Virtual Team Members in the Banking Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7347.

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Frontline managers in the banking industry support geographically dispersed employees and face significant obstacles in communicating effectively to motivate their virtual team members. The purpose of this multiple case study was to explore communication strategies frontline managers in the banking industry used to motivate virtual team members. Vroom's expectancy theory was the conceptual framework for the study. Participants consisted of 5 frontline banking managers in Michigan who had successfully implemented communication strategies to motivate virtual team members. Data were collected using face-to-face semistructured interviews, a review of company documents, and a review of company websites. Data were analyzed using thematic analysis following Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were a clarification strategy, a technology strategy, and a motivation strategy. Frontline banking managers leading virtual teams might use the findings from this study to improve the clarity of their communications with team members, make effective use of technology in their communication strategy, motivate team members through consistent messaging, and offer adequate rewards and facilitating peer competition among team members. The implications of this study for positive social change include the potential for frontline banking managers to improve job satisfaction and motivation among virtual team members, resulting in higher employment rates, improved local economic stability, and enhanced rapport and volunteerism within their local communities.
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Books on the topic "Team strategies"

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Hinkson, Jim. Lacrosse team strategies. Los Angeles, CA: Warwick Publishing, 1996.

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Dyer, William G. Team building: Proven strategies for improving team performance. 4th ed. San Francisco: Jossey-Bass, 2007.

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H, Dyer Jeffrey, and Dyer William G, eds. Team building: Proven strategies for improving team performance. 5th ed. San Francisco, CA: Jossey-Bass, 2013.

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Hall, Kara L., Amanda L. Vogel, and Robert T. Croyle, eds. Strategies for Team Science Success. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6.

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Hippolyte, Ralph. Strategies of team management through volleyball. Knockholt: Epidote, 1993.

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Wilkinson, W. H. G. Soccer tactics: Top team strategies explained. Marlborough: Crowood, 1988.

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Team players and team work: New strategies for the competitive enterprise. 2nd ed. San Francisco: Jossey-Bass, 2008.

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Team play: Strategies for successful people management. Melbourne: Lothian Publishing Co.,Australia, 1998.

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Cofer, Jennifer I. Reengineering verbal orders: New team-based strategies. Marblehead, Mass: Opus Communications, 2000.

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Sara, Wilkie, ed. Super smart information strategies: Team up online. Ann Arbor, Mich: Cherry Lake Pub., 2010.

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Book chapters on the topic "Team strategies"

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Twyman, Marlon, and Noshir Contractor. "Team Assembly." In Strategies for Team Science Success, 217–40. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_17.

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Mallo, Javier. "Training Strategies for Team Sports." In Team Sports Training, 164–96. New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781003020141-8.

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Stipelman, Brooke A., Elise L. Rice, Amanda L. Vogel, and Kara L. Hall. "The Role of Team Personality in Team Effectiveness and Performance." In Strategies for Team Science Success, 189–96. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_14.

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Winter, Susan. "Organizational Perspective on Leadership Strategies for the Success of Cross-Disciplinary Science Teams." In Strategies for Team Science Success, 329–45. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_25.

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Hall, Kara L., Amanda L. Vogel, and Robert T. Croyle. "Introduction." In Strategies for Team Science Success, 3–17. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_1.

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Johnson, Lorraine B., and Jaye Bea Smalley. "Engaging the Patient: Patient-Centered Research." In Strategies for Team Science Success, 135–47. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_10.

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Kiviniemi, Marc T. "Engaging the Practitioner: “But Wait, That’s Not All!”—Collaborations with Practitioners and Extending the Reasons You Started Doing Research in the First Place." In Strategies for Team Science Success, 149–58. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_11.

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Couch, Jennifer, Katrina Theisz, and Elizabeth Gillanders. "Engaging the Public: Citizen Science." In Strategies for Team Science Success, 159–67. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_12.

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Nurius, Paula S., and Susan P. Kemp. "Individual-Level Competencies for Team Collaboration with Cross-Disciplinary Researchers and Stakeholders." In Strategies for Team Science Success, 171–87. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_13.

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Gibbs, Kenneth D., Anna Han, and Janetta Lun. "Demographic Diversity in Teams: The Challenges, Benefits, and Management Strategies." In Strategies for Team Science Success, 197–205. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_15.

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Conference papers on the topic "Team strategies"

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Brocco, Michele, and Yonata Andrelo Asikin. "Employing Team Composition Strategies for Recommending Teams." In 2011 IEEE International Conference on Data Mining Workshops (ICDMW). IEEE, 2011. http://dx.doi.org/10.1109/icdmw.2011.182.

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Wang, Zhe. "Teamworking Strategies of Scrum Team." In the 2018 2nd International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3297156.3297179.

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Woodyard, A. H., J. W. Hall, and R. A. Kendrick. "Team Strategies: Managing Technical Specialties." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 1993. http://dx.doi.org/10.2118/26416-ms.

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Wang, Zhe. "Comparisons on Scrum Team Strategies." In ICCMS '20: The 12th International Conference on Computer Modeling and Simulation. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3408066.3408087.

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Alberola, Juan, Victor Sanchez-Anguix, Elena Del Val, Alberto Palomares-Chust, and Maria Dolores Teruel. "TEAM FORMATION STRATEGIES IN HIGHER EDUCATION." In 13th International Technology, Education and Development Conference. IATED, 2019. http://dx.doi.org/10.21125/inted.2019.0955.

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Trytten, Deborah A., Ryan Browning, Catherine Thomas, Cindy Foor, Randa Shehab, Susan Walden, and Celia Pan. "Engineering Competition Team recruitment and integration strategies impact on team diversity." In 2016 IEEE Frontiers in Education Conference (FIE). IEEE, 2016. http://dx.doi.org/10.1109/fie.2016.7757523.

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Butler, N. "124. Multidiscipline Team Strengthens Exposure Control Strategies." In AIHce 2000. AIHA, 2000. http://dx.doi.org/10.3320/1.2763448.

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De Villiers, T. J., and L. Pretorius. "A Perspective on Integrated Project Team Strategies." In 2006 IEEE International Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/iemc.2006.4279905.

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VELOSO, MANUELA M. "SELECTING AND LEARNING MULTI-ROBOT TEAM STRATEGIES." In Proceedings of the Eleventh International Conference on Climbing and Walking Robots and the Support Technologies for Mobile Machines. WORLD SCIENTIFIC, 2008. http://dx.doi.org/10.1142/9789812835772_0140.

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Choe, Howard C., and Demetrios Kazakos. "Distributed-sensor-system decision analysis using team strategies." In Applications in Optical Science and Engineering, edited by Paul S. Schenker. SPIE, 1992. http://dx.doi.org/10.1117/12.131654.

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Reports on the topic "Team strategies"

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DeMedeiros, Kyle, and Ramprasad Balasubramanian. Refueling Strategies for a Team of Cooperating AUVs. Fort Belvoir, VA: Defense Technical Information Center, January 2011. http://dx.doi.org/10.21236/ada539060.

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Day, Eric A., Jr Arthur, Bell Winfred, Edwards Suzanne T., Bennett Bryan D., Winston Jr., Jorge L. Mendoza, and Travis C. Tubre. Assessing the Impact of Ability-Based Pairing Strategies in Team Training of a Complex Skill. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada472611.

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Henrick, Erin, Steven McGee, Lucia Dettori, Troy Williams, Andrew Rasmussen, Don Yanek, Ronald Greenberg, and Dale Reed. Research-Practice Partnership Strategies to Conduct and Use Research to Inform Practice. The Learning Partnership, April 2021. http://dx.doi.org/10.51420/conf.2021.3.

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This study examines the collaborative processes the Chicago Alliance for Equity in Computer Science (CAFÉCS) uses to conduct and use research. The CAFÉCS RPP is a partnership between Chicago Public Schools (CPS), Loyola University Chicago, The Learning Partnership, DePaul University, and University of Illinois at Chicago. Data used in this analysis comes from three years of evaluation data, and includes an analysis of team documents, meeting observations, and interviews with 25 members of the CAFÉCS RPP team. The analysis examines how three problems are being investigated by the partnership: 1) student failure rate in an introductory computer science course, 2) teachers’ limited use of discussion techniques in an introductory computer science class, and 3) computer science teacher retention. Results from the analysis indicate that the RPP engages in a formalized problem-solving cycle. The problem-solving cycle includes the following steps: First, the Office of Computer Science (OCS) identifies a problem. Next, the CAFÉCS team brainstorms and prioritizes hypotheses to test. Next, data analysis clarifies the problem and the research findings are shared and interpreted by the entire team. Finally, the findings are used to inform OCS improvement strategies and next steps for the CAFÉCS research agenda. There are slight variations in the problem-solving cycle, depending on the stage of understanding of the problem, which has implications for the mode of research (e.g hypothesis testing, research and design, continuous improvement, or evaluation).
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Robasky, Kimberley, Rebecca Boyles, Kira C. Bradford, Margaret Gold, W. Christopher Lenhardt, Shannon McKeen, Sandy Skipper, and Stan Ahalt. How to Launch Transdisciplinary Research Communication. RTI Press, April 2020. http://dx.doi.org/10.3768/rtipress.2020.rb.0022.2004.

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Transdisciplinary research teams are essential to scientific advancement, and successful transdisciplinary teams rely on effective communication. Overcoming barriers to foster productive team dynamics requires communication strategies and tools. We combine our practical experience to offer a succinct protocol, including only the essentials, to help teams quickly establish an agile communication platform during project start-up (https://doi.org/10.17605/OSF.IO/N5GFP).
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Paynter, Robin A., Celia Fiordalisi, Elizabeth Stoeger, Eileen Erinoff, Robin Featherstone, Christiane Voisin, and Gaelen P. Adam. A Prospective Comparison of Evidence Synthesis Search Strategies Developed With and Without Text-Mining Tools. Agency for Healthcare Research and Quality (AHRQ), March 2021. http://dx.doi.org/10.23970/ahrqepcmethodsprospectivecomparison.

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Background: In an era of explosive growth in biomedical evidence, improving systematic review (SR) search processes is increasingly critical. Text-mining tools (TMTs) are a potentially powerful resource to improve and streamline search strategy development. Two types of TMTs are especially of interest to searchers: word frequency (useful for identifying most used keyword terms, e.g., PubReminer) and clustering (visualizing common themes, e.g., Carrot2). Objectives: The objectives of this study were to compare the benefits and trade-offs of searches with and without the use of TMTs for evidence synthesis products in real world settings. Specific questions included: (1) Do TMTs decrease the time spent developing search strategies? (2) How do TMTs affect the sensitivity and yield of searches? (3) Do TMTs identify groups of records that can be safely excluded in the search evaluation step? (4) Does the complexity of a systematic review topic affect TMT performance? In addition to quantitative data, we collected librarians' comments on their experiences using TMTs to explore when and how these new tools may be useful in systematic review search¬¬ creation. Methods: In this prospective comparative study, we included seven SR projects, and classified them into simple or complex topics. The project librarian used conventional “usual practice” (UP) methods to create the MEDLINE search strategy, while a paired TMT librarian simultaneously and independently created a search strategy using a variety of TMTs. TMT librarians could choose one or more freely available TMTs per category from a pre-selected list in each of three categories: (1) keyword/phrase tools: AntConc, PubReMiner; (2) subject term tools: MeSH on Demand, PubReMiner, Yale MeSH Analyzer; and (3) strategy evaluation tools: Carrot2, VOSviewer. We collected results from both MEDLINE searches (with and without TMTs), coded every citation’s origin (UP or TMT respectively), deduplicated them, and then sent the citation library to the review team for screening. When the draft report was submitted, we used the final list of included citations to calculate the sensitivity, precision, and number-needed-to-read for each search (with and without TMTs). Separately, we tracked the time spent on various aspects of search creation by each librarian. Simple and complex topics were analyzed separately to provide insight into whether TMTs could be more useful for one type of topic or another. Results: Across all reviews, UP searches seemed to perform better than TMT, but because of the small sample size, none of these differences was statistically significant. UP searches were slightly more sensitive (92% [95% confidence intervals (CI) 85–99%]) than TMT searches (84.9% [95% CI 74.4–95.4%]). The mean number-needed-to-read was 83 (SD 34) for UP and 90 (SD 68) for TMT. Keyword and subject term development using TMTs generally took less time than those developed using UP alone. The average total time was 12 hours (SD 8) to create a complete search strategy by UP librarians, and 5 hours (SD 2) for the TMT librarians. TMTs neither affected search evaluation time nor improved identification of exclusion concepts (irrelevant records) that can be safely removed from the search set. Conclusion: Across all reviews but one, TMT searches were less sensitive than UP searches. For simple SR topics (i.e., single indication–single drug), TMT searches were slightly less sensitive, but reduced time spent in search design. For complex SR topics (e.g., multicomponent interventions), TMT searches were less sensitive than UP searches; nevertheless, in complex reviews, they identified unique eligible citations not found by the UP searches. TMT searches also reduced time spent in search strategy development. For all evidence synthesis types, TMT searches may be more efficient in reviews where comprehensiveness is not paramount, or as an adjunct to UP for evidence syntheses, because they can identify unique includable citations. If TMTs were easier to learn and use, their utility would be increased.
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Dempsey, Terri L. Handling the Qualitative Side of Mixed Methods Research: A Multisite, Team-Based High School Education Evaluation Study. RTI Press, September 2018. http://dx.doi.org/10.3768/rtipress.2018.mr.0039.1809.

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Attention to mixed methods studies research has increased in recent years, particularly among funding agencies that increasingly require a mixed methods approach for program evaluation. At the same time, researchers operating within large-scale, rapid-turnaround research projects are faced with the reality that collection and analysis of large amounts of qualitative data typically require an intense amount of project resources and time. However, practical examples of efficiently collecting and handling high-quality qualitative data within these studies are limited. More examples are also needed of procedures for integrating the qualitative and quantitative strands of a study from design to interpretation in ways that can facilitate efficiencies. This paper provides a detailed description of the strategies used to collect and analyze qualitative data in what the research team believed to be an efficient, high-quality way within a team-based mixed methods evaluation study of science, technology, engineering, and math (STEM) high-school education. The research team employed an iterative approach to qualitative data analysis that combined matrix analyses with Microsoft Excel and the qualitative data analysis software program ATLAS.ti. This approach yielded a number of practical benefits. Selected preliminary results illustrate how this approach can simplify analysis and facilitate data integration.
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Ward, William R. Strategic Airlift and the Interim Brigade Combat Team. Fort Belvoir, VA: Defense Technical Information Center, January 2001. http://dx.doi.org/10.21236/ada393962.

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Suleman, Fátima, Teresa Amor, and Isabel Guerra. Coping strategies of long-term unemployed in Portugal. DINÂMIA'CET-IUL, Instituto Universitário de Lisboa, 2016. http://dx.doi.org/10.15847/dinamiacet-iul.wp.2016.03.

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Kubu, Justin. Strategies for Long Term Economic Growth in Vietnam. Fort Belvoir, VA: Defense Technical Information Center, November 2013. http://dx.doi.org/10.21236/ada594202.

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Lampton, Donald R., Daniel P. McDonald, Mar E. Rodriguez, Christina S. Morris, and James Parsons. Instructional Strategies for Training Teams in Virtual Environments. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada393669.

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