Relevant bibliographies by topics / Teamwork effectiveness

Contents

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

Academic literature on the topic 'Teamwork effectiveness'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Teamwork effectiveness"

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Benoliel, Pascale, and Chen Schechter. "Teamwork doubting and doubting teamwork." Improving Schools 21, no. 3 (August 3, 2018): 225–39. http://dx.doi.org/10.1177/1365480218791908.

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Teams of teachers and administrators have become more and more common as a framework for improving responsiveness to the ever more dynamic educational environment. Although teamwork is often expected to broaden the team’s collective knowledge base, consequently improving team effectiveness, research shows that this potential effectiveness is not always reached. The article seeks to explore the concept of collective doubting – the inquiry into routine and habitual perceptions and assumptions – and its importance to the teamwork processes, a topic that has been vastly under-investigated in the educational context. Specifically, we propose that collective doubting in the teamwork process has a dynamic nature, and that the doubting process should be carefully considered in the context of different stages in team development. Our goal is to increase both theoretical and practical knowledge about the process of collective doubt in such a way as to facilitate team effectiveness. We further seek to delineate the internal and external activities in which principals can engage to promote a constructive doubting process in the team context. Implications for principals, as well as for further avenues of research, are suggested.
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Nguyen Thi Bich, Cham, and Dung Duong Tien. "Relationship between Teamwork Characteristics and Effectiveness in the Management and Exploitation of Vietnam’s Airports." Journal of Asian Business and Economic Studies 22, no. 1 (January 1, 2015): 141–60. http://dx.doi.org/10.24311/jabes/2015.22.1.08.

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The research aims at identifying characteristics of teamwork that affect the teamwork effectiveness in management and exploitation of airports in Vietnam. Applying relevant theories adjusted to fit the specific conditions in Vietnam, the research finds 15 differences in characteristics of teamwork from the original model by Campion et al. (1993). Teamwork effectiveness is determined by two components: team productivity and employee satisfaction. The quantitative research employs proportionate stratified sampling to gather 434 samples and applies two multiple regression models. The results identify 14 characteristics that can help improve the team work effectiveness. The research contributes important evidence of impacts of characteristics of teamwork on teamwork effectiveness in the management and exploitation of airports.
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Mickan, Sharon M. "Evaluating the effectiveness of health care teams." Australian Health Review 29, no. 2 (2005): 211. http://dx.doi.org/10.1071/ah050211.

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While it is recognised that effective health care teams are associated with quality patient care, the literature is comparatively sparse in defining the outcomes of effective teamwork. This literature review of the range of organisational, team and individual benefits of teamwork complements an earlier article which summarised the antecedent conditions for (input) and team processes (throughput) of effective teams. This article summarises the evidence for a range of outcome measures of effective teams. Organisational benefits of teamwork include reduced hospitalisation time and costs, reduced unanticipated admissions, better accessibility for patients, and improved coordination of care. Team benefits include efficient use of health care services, enhanced communication and professional diversity. Patients report benefits of enhanced satisfaction, acceptance of treatment and improved health outcomes. Finally, team members report enhanced job satisfaction, greater role clarity and enhanced well-being. Due to the inherent complexity of teamwork, a constituency model of team evaluation is supported where key stakeholders identify and measure the intended benefits of a team.
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Berber, Nemanja, Agneš Slavić, and Marko Aleksić. "Relationship between Perceived Teamwork Effectiveness and Team Performance in Banking Sector of Serbia." Sustainability 12, no. 20 (October 21, 2020): 8753. http://dx.doi.org/10.3390/su12208753.

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Teamwork is one of the most important factors for business success in the modern economy. In almost every area of business, teams receive more and more attention, since it has been found that teamwork leads to greater individual, group, and even organizational performance. The aim of this research is to investigate the effectiveness of teamwork and its relationship with team performances. Specifically, the authors tried to investigate which factors of teamwork effectiveness have a positive relationship with teamwork performance and the sustainability of teams in the future. The subject of the research is the effectiveness of teamwork as a construct that is widely presented in the scientific field of organizational behavior and human resource management, but is still underexplored in empirical research, especially in the banking sector. An investigation with a self-audit questionnaire on teamwork effectiveness was conducted on a sample of 401 employees in the banking sector in Serbia, in 16 out of the 26 existing banks in the country. The authors used SmartPLS software in order to test the questionnaire (indicator loadings, internal consistency reliability, convergent validity, and discriminant validity) and proposed research question (PLS-SEM). The results showed that factors such as innovative behavior of the team members, the quality of teamwork, and teamwork synergy have positive relations to teamwork performance. This paper contributes to the better understanding of the factors of teamwork effectiveness that contribute to team performances, with respect to the banking industry in Serbia. The limitation of the paper is the size of the sample, with respect to the total population.
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Yusof, Norazah, Ramlah Hussein, Rathiah Hashim, Andi Besse Firdausiah Mansur, Saadia Malik, Nada Bajnaid, and Shereena Mohd Arif. "Teamwork Effectiveness in Student’s Final Year Project." International Journal of Emerging Technologies in Learning (iJET) 16, no. 15 (August 11, 2021): 4. http://dx.doi.org/10.3991/ijet.v16i15.23705.

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The goal of this paper is to deliberate issues pertaining to teamwork effectiveness among students in a university environment. Final year project is an important assessment to measure students’ teamwork skills in the university. Three main factors have been identified that contribute to teamwork effectiveness. The factors are namely interpersonal skills, interdependence and commitment to success. Interpersonal factors include social sensitivity and emotional engagement attributes. In this perspective, measures such as teamwork support, care, trust, honesty and respect towards team members are important key criteria. On the other hand, interdependence among others includes traits such as promoting each other to achieve common goals, bringing the best of each other and helping each other completing the task. Commitment to team success involves high obligation, high motivation, strong common goals and strong shared values and beliefs. In this paper, construct items for each factor are developed based on previous studies. The findings show that these factors are relevant toward the success of the student’s final year project. Lacking these skills may result in poor performance among team members and may lead to unfavorable outcome.
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Wibowo, Ari, and Euis Happy Wangloan. "STUDENTS’ ATTITUDE AND TEAMWORK." Dinasti International Journal of Management Science 1, no. 2 (November 21, 2019): 126–32. http://dx.doi.org/10.31933/dijms.v1i2.40.

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This research has a purpose to give contribution about the effectiveness of gamification onchanging students’ attitude towards teamwork and attitude components in attitude toward teamwork. This study was designed to measure the effectiveness of the use of gamification, especially board game. The researcher collected the primary data by conduct experimental research with compare the result of before-after experiment. The tools that used for treatment is the Forbidden Island game. Then the questionnaire of pre-test and post-test that given as treatment refer to preliminary research for question guidelines components of attitude (affect, behavior and cognition) and for question guidelines of attitude toward teamwork. Gamification especially board game is one of method that popularly used in education world. However, the study that measure effectiveness of board game as apparatus for learning and achieve desirable attitude and behavior was still limited. Therefore, researcher conducted this research to prove whether the board game can achieve certain level of attitude toward teamwork and the components of attitude toward teamwork which is affect, behavior, and cognition. In order to answer the research objective, the results showed there was a significant difference between the pretest and posttest result after treatment for attitude toward teamwork and components of attitude toward teamwork.
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Aprilla, Gabe Gusmi. "Influence of Team Work on Employee Performance in Community Health Center of Pancoran Mas Depok West Java in 2019." J-Kesmas: Jurnal Fakultas Kesehatan Masyarakat (The Indonesian Journal of Public Health) 7, no. 2 (October 31, 2020): 21. http://dx.doi.org/10.35308/j-kesmas.v7i2.2609.

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Nowadays organizations that use teams to compete become a trend. Working with teams is more effective and efficient than working individually because tasks are more quickly collected, distributed and more focused. The team facilitates employee participation in decisions. So the team is an effective means for management to democratize the organization and increase employee motivation. However, working with a team is not always effective because some staff prefer to work individually. The purpose of the study was to determine the effect of teamwork with the effectiveness of employee performance. This research method is a descriptive survey, which is a research design conducted using a questionnaire and direct interviews with interview guidelines. The number of samples was 30 people from a total of 75 employees. The results of the relationship between teamwork and team effectiveness show a strong relationship (r = 0.624) and have a positive pattern which means that the more effective teamwork, the more effective the team. The coefficient value with a determination of 0.389 means, the regression line equation that we can explain 38.9% of variations in team effectiveness or the obtained line equation is good enough to explain the team effectiveness variable. Statistical test results found that there was a significant relationship between teamwork and team effectiveness. The results of the statistical tests show that there is a significant relationship between teamwork and the effectiveness of Community Health Center staff (p = 0,0005). The conclusion of teamwork has a positive and significant effect on work effectiveness for the Pancoran Mas Community Health Center staff can be seen from the positive linear equation. After conducting the research it turned out that teamwork was quite positive and significant effect on the effectiveness of work on the Pancoran Mas Community Health Center staff this can be seen from the coefficient of determination (R2) of 38.9%. This value indicates the variable X, namely teamwork is able to explain the variable Y for work effectiveness by 38.9%. While the remaining 61.1% is caused by other factors not examined by this study.
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Tan, Donny Sutanto, and Eko Harry Susanto. "Pengaruh LMX dan Teamwork terhadap Kinerja Karyawan di PT XYZ." Jurnal Manajemen Bisnis dan Kewirausahaan 1, no. 1 (August 2, 2019): 17. http://dx.doi.org/10.24912/jmbk.v1i1.4735.

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Organization consists of many or several people. A leader is required to direct, instruct, be a place to ask questions and be examples for subordinates. Leader is an essential-elements in organization. According to LMX theory, a leader shows more inclusive and communicative attitude toward certain members only. The LMX theory emphasizes on the quality of relationships between leaders and members in organization. Organization has variety of processes that require the parties to work together to achieve goals. The company assigns working teams for higher effectiveness can be achieved by teamwork. Teamwork can improve employee performance and has a positive influence in all dimensions of employee performance. This research observes the employees−superiors interaction level, teamwork level and performance based on LMX−teamwork variables. Using quantitative method and likert scale questionnaire unto 82 samples of 103 populations. Result shows that: [1] LMX concepts was applied in the company; [2] the lack of teamwork within the company; [3] The ability of LMX and Teamwork to affect performance is 53.1%; [4] LMX’s coefficient value of 0.730 indicates a positive relationship between LMX and performance. Teamwork’s coefficient value of -0.004 indicates a negative relationship toward Performance. [5] LMX has significant effect for performance; Teamwork has no effect on performance; LMX and Teamwork altogether give a significant influence on Performance.
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Shapira-Lischshinsky, Orly, and Vicki Aziel. "Team Culture Perceptions, Commitment, and Effectiveness: Teamwork Effects." Educational Practice and Theory 32, no. 2 (January 1, 2010): 33–56. http://dx.doi.org/10.7459/ept/32.2.04.

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Jaca, Carmen, Elisabeth Viles, Martin Tanco, Ricardo Mateo, and Javier Santos. "Teamwork effectiveness factors in healthcare and manufacturing industries." Team Performance Management: An International Journal 19, no. 3/4 (June 7, 2013): 222–36. http://dx.doi.org/10.1108/tpm-06-2012-0017.

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Dissertations / Theses on the topic "Teamwork effectiveness"

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Mdunjana, Mandisa. "An evaluation of the effectiveness of a teamwork program: a comparative study." Thesis, University of Zululand, 2010. http://hdl.handle.net/10530/1102.

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Submitted in partial fulfilment of the requirements for the degree of Master of Arts (Clinical Psychology) in the Department of Psychology at the University of Zululand, South Africa, 2010.
The purpose of this study was to evaluate the effectiveness of a teamwork program. Two teams were compared from two different contexts. It was hypothesized that individuals who completed teamwork training/ program would exhibit greater teamwork knowledge than would individuals who had not been trained and that the teamwork program would positively influence team performance. The researcher was intrigued by the results of a study, which was conducted in a psychiatric context in 2000 (Thwala, 2001). A program of this nature was worth offering to validate its effectiveness and applicability in different contexts. The study was conducted in the Pietermaritzburg area. A total number of twenty four (24) participants took part in this study. There were nine (9) participants from the Department of Transport team and fifteen (15) from the Sedara College of Agriculture. A Pre-test was offered to each team to check the teams' knowledge about how teams operate. Both teams were offered questionnaires relating to team functioning. The questionnaire served to investigate if the teams had a clear understanding and assimilation of a teambuilding and teamwork training. Both teams were post-tested after the team building exercise was offered to them. The statistical analysis of the results was done and the results indicated that the program was significantly effective in promoting teamwork in both the teams.
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Ranade, Rachana. "Effectiveness of team-building and teamwork in real and virtual worlds." Connect to this title online, 2009. http://etd.lib.clemson.edu/documents/1263409673/.

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Pehlivan, Gozde. "Teamwork Effectiveness For Successful Product Development: Relationship Between Engineers And Industrial Designers." Master's thesis, METU, 2007. http://etd.lib.metu.edu.tr/upload/12608202/index.pdf.

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Manufacturing companies are searching for new techniques day by day to launch qualified products with a competitive price to the market. Companies believe in the importance of teams which have members coming from different disciplines who use their knowledge, experiences, and creativity for achieving the goals of their teams. The purpose of this study is to explore the effectiveness of teamwork for successful product development process by focusing on the relationship between the team members &ndash
especially engineers&rsquo
and industrial designers&rsquo
relation. After a broad literature survey, a descriptive-survey study that aims demonstrating the relationship between engineers and industrial designers in manufacturing companies in Turkey is held in order to investigate the effectiveness of teamwork in product development process. A twelve item questionnaire which has four open-ended questions and eight Likert-scaled statements has been prepared. As the result of this study, a positive relationship is found between the performance of product development team and the effects of cooperation, social and professional communication, having clear and common goals, sharing knowledge and experiences, leadership, coordination and cooperative problem solving and decision making processes to the relationship between engineers and industrial designers.
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Lazzara, Elizabeth. "Utilizing telemedicine in the ICU: Does it impact teamwork?" Doctoral diss., University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5972.

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Adverse events and medical errors plague the healthcare system. Hospital acquired infections and teamwork are some of the biggest contributor to these adverse outcomes. In an effort to mitigate these problems, administrators and clinicians alike have developed mechanisms, such as telemedicine. However, little research has been conducted investigating the role of telemedicine on teamwork -- a fundamental component of quality patient care. The purpose of this study is to gain a better understanding of the impact of telemedicine on teamwork behaviors and subsequent teamwork attitudes and cognitions during a common medical task, rounds within the Trauma-Intensive Care Unit. To this end, rounds were conducted with and without telemedicine. During this 60 day period, 16 clinicians completed three surveys and 34 rounds were video recorded. The results of this study suggest that the relationships between teamwork attitudes, behaviors, cognitions, and outcomes are differential impacted under conditions with and without telemedicine. More specifically, telemedicine is associated with an increase in attendance and communication density. Meanwhile, it does not significantly impact teamwork attitudes or cognitions. The primary implications of these findings indicate that telemedicine is not the solution for improving all teamwork elements but yet it is not a complete detriment either.
Ph.D.
Doctorate
Psychology
Sciences
Psychology; Human Factors Psychology
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Senécal, Julie. "The effectiveness of a team goal setting program on cohesion in sport /." Thesis, McGill University, 2006. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=99390.

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The purpose of the present study was to determine whether the implementation of a team goal setting program increased perceptions of cohesion. The participants came from eight female high school senior basketball teams from the Montreal region. A team goal setting intervention program was implemented over the course of the regular season with four teams. The remaining four teams were placed into the no-treatment control condition. Each participant completed a questionnaire that assessed cohesion within the first four weeks of the competitive season and at the end of the season. Results showed that participants in the team goal setting condition did not significantly increase perceptions of cohesion. However, athletes in the control condition significantly perceived a decrease in cohesion from the start of the season to the end of the season. The team goal setting intervention appeared to keep cohesion levels from decreasing throughout the season. Practical implications are discussed.
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Stewart, Kara M. "An Examination of Economic Diversity on the Effectiveness of the Reach Out and Dance Program." University of Akron / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=akron1320338751.

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Adams, Shawnette K. "Disciplinarily Hetero- and Homogeneous Design Team Convergence: Communication Patterns and Perceptions of Teamwork." Thesis, Virginia Tech, 2007. http://hdl.handle.net/10919/34802.

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In today's worlds of industry and academia, teamwork is becoming more and more prevalent and is becoming more and more desirable when addressing certain tasks. Intensified and growing competition in the global marketplace is forcing businesses to produce better products, thereby, requiring the input and expertise of various people with diverse backgrounds. Organizations have adopted a team approach in response to the technological advances that contribute to the complexity of many tasks in the workplace making it difficult for employees to work independently (Mathieu, Heffner, Goodwin, Salas, Cannon-Bowers, 2000). The purpose of this research is to investigate the communication patterns of disciplinarily heterogeneous student design teams at the university level. A quasi-experimental design, specifically a non-equivalent control group design was used for this study. This study has two research questions: 1) what is the process that leads to convergence of a team-based mental model among disciplinarily heterogeneous team members? and 2) what are the factors associated with convergence that lead to effective disciplinarily heterogeneous teams? The results will allow the formation of guidelines that will assist such students in improving their effectiveness by allowing the convergence of the team members onto the same mental model(s). It must be noted that data collection for the experimental teams continued after the tragic events that occurred at Virginia Tech on April 16, 2007. The results for this study were variable. Through examination of the fluctuation of the reliability scores across the three times it was administered, as well as the Pearson-Product Moment comparison, the Group Behavior Inventory is not the best instrument to use in an academic setting for student teams. The disciplinarily homogeneous teams disagreed more and the disciplinarily heterogeneous teams agreed more in terms of body language, while disciplinarily heterogeneous disagreed more through verbal utterances of sighs and pauses; however none of these differences were statistically significant. Certain agreement and disagreement indicators were significantly negatively correlated. Therefore, the corroboration of the Group Behavior Inventory constructs can only be applied to a specific disagreement indicator.
Master of Science
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van, Roosmalen Therese Moen. "The development of a questionnaire on the subjective experience of teamwork, based on Salas, Sims and Burke’s "the big five of teamwork" and Hackman’s understanding of team effectiveness." Thesis, Norges teknisk-naturvitenskapelige universitet, Psykologisk institutt, 2012. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-18256.

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The main aim of this thesis was to develop a questionnaire on the subjective experience of teamwork, based on Burke, Salas, and Sims (2005) model "the big five of teamwork", and Hackman’s (1990) classification of team effectiveness. The model proposed by Salas et al. (2005) include eight teamwork process factors: mutual performance monitoring, backup behaviour, adaptability, team leadership, team orientation, shared mental models, mutual trust and closed loop communication. The three Hackman team effectiveness outcome factors are labelled team results, team survivability and individual satisfaction. This thesis set out to investigate the psychometric properties of our questionnaire, and whether the proposed eight teamwork factors by Salas et al. (2005), and the three team effectiveness factors by Hackman (1990) were found in our sample of 182 participants. And, additionally, whether any of the Salas factors has predictable value in relations to the Hackman factors. In conclusion, the results from our statistical analyses revealed a three-factor solution of team effectiveness, as proposed by Hackman (1990), and an eight-factor solution of the Salas factors, however, not exactly as proposed by Salas et al. (2005). Additionally, some of the teamwork process factors measured did predict the team effectiveness factors, in our sample. These findings can further clarify the teamwork and team effectiveness constructs, support the theories used, and to some extent validate the psychometric properties of our questionnaire. Keywords: Teamwork, teams, team effectiveness, questionnaire construction, the big five of teamwork, Hackman’s understanding of team effectiveness.
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Towry, Kristy Lynne. "Control in a teamwork environment : the impact of social ties on the effectiveness of mutual monitoring contracts /." Thesis, Full text (PDF) from UMI/Dissertation Abstracts International, 2002. http://wwwlib.umi.com/cr/utexas/fullcit?p3086719.

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Weems-Landingham, Velvet L. "The Role of Project Manager and Team Member Knowledge, Skills and Abilities (KSAs) in Distinguishing Virtual Project Team Performance Outcomes." Case Western Reserve University School of Graduate Studies / OhioLINK, 2004. http://rave.ohiolink.edu/etdc/view?acc_num=case1081506831.

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Books on the topic "Teamwork effectiveness"

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J, Murphy John. Pulling together: The power of teamwork. Grand Rapids, MI: Venture Management Consultants, 1993.

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J, Murphy John. Pulling together: The power of teamwork. Grand Rapids, Mich: Wynwood, 1997.

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Davis, Larry Nolan. Pioneering organizations: The convergence of individualism, teamwork, and leadership. Provo, Utah: Executive Excellence Pub., 2000.

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

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Nicola, Phillips, ed. From vision to beyond teamwork: 10 ways to wake up and shake up your company. Chicago: Irwin Professional Pub., 1995.

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TWI case studies: Standard work, continuous improvement, and teamwork. New York: Productivity Press, 2011.

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Stott, Kenneth. Teams, teamwork & teambuilding: The manager's complete guide to teams in organisations. New York: Prentice Hall, 1995.

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Shapiro, Stephen M. Personality poker: The playing card tool for driving high-performance teamwork and innovation. New York: Portfolio, 2010.

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Shapiro, Stephen M. Personality poker: The playing card tool for driving high-performance teamwork and innovation. New York: Portfolio, 2010.

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Phillips, Donald T. The founding fathers on leadership: Classic teamwork in changing times. New York, NY: Warner Books, 1997.

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Book chapters on the topic "Teamwork effectiveness"

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Durand, Jean-Pierre, and Nicolas Hatzfeld. "The Effectiveness of Tradition: Peugeot’s Sochaux Factory." In Teamwork in the Automobile Industry, 173–201. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14933-9_8.

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Tjosvold, Dean, Michael A. West, and Ken G. Smith. "Teamwork and Cooperation: Fundamentals of Organizational Effectiveness." In International Handbook of Organizational Teamwork and Cooperative Working, 3–8. Chichester, UK: John Wiley & Sons Ltd, 2008. http://dx.doi.org/10.1002/9780470696712.ch1.

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Voronina, Alexandra V., Oksana G. Sorokina, Olga V. Elchaninova, Alexander V. Okhotnikov, and Tatyana A. Kiyaschenko. "A Cognitive Approach to Determining the Effectiveness of Teamwork." In The Challenge of Sustainability in Agricultural Systems, 267–76. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-72110-7_27.

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Kozlowski, Steve W. J., James A. Grand, Samantha K. Baard, and Marina Pearce. "Teams, teamwork, and team effectiveness: Implications for human systems integration." In APA handbook of human systems integration., 555–71. Washington: American Psychological Association, 2015. http://dx.doi.org/10.1037/14528-034.

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Webster, Leonie V., Aaron P. J. Roberts, and Neville A. Stanton. "Evaluating the Effectiveness of a Novel Team Development Intervention on Teamwork." In Advances in Intelligent Systems and Computing, 422–34. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20154-8_39.

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Rentsch, Joan R., and Jacqueline A. Zelno. "The Role of Cognition in Managing Conflict to Maximize Team Effectiveness: A Team Member Schema Similarity Approach." In International Handbook of Organizational Teamwork and Cooperative Working, 131–50. Chichester, UK: John Wiley & Sons Ltd, 2008. http://dx.doi.org/10.1002/9780470696712.ch7.

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Jony, Akinul Islam, and Enric Serradell-López. "Key Factors that Boost the Effectiveness of Virtual Teamwork in Online Higher Education." In Research and Innovation Forum 2020, 183–98. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-62066-0_15.

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Friedrich, Annika Lantz, and Daniela Ulber. "Why Are We in a Team? Effects of Teamwork and How to Enhance Team Effectiveness." In An Introduction to Work and Organizational Psychology, 212–32. Oxford, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781119168058.ch12.

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Palyga, Anna. "Preferred Team Roles and Communication Patterns in Teamwork – Is There a Formula for Effectiveness? – Case Study Analysis." In Simulation Gaming. Applications for Sustainable Cities and Smart Infrastructures, 75–89. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91902-7_8.

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"Mutual Knowledge and Communicative Effectiveness." In Intellectual Teamwork, 125–60. Psychology Press, 2014. http://dx.doi.org/10.4324/9781315807645-12.

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Conference papers on the topic "Teamwork effectiveness"

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Lawless, William, and Ira Moskowitz. "Entropy of teamwork: Multitasking, Configuration, Effectiveness & Efficiency." In 2nd International Electronic Conference on Entropy and Its Applications. Basel, Switzerland: MDPI, 2015. http://dx.doi.org/10.3390/ecea-2-c007.

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Navarro, Jose, Bosch Josep Lluis, Palacín María, Marina Solé, Rita Berger, David Leiva, Francesca Ceppi, and Júlia Castellano. "Teamwork: Assessment of teamwork competence in higher education." In Third International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/head17.2017.5507.

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Teamwork is a competence highly demanded among workers and an academic field with an extensive specialized literature. Based on this knowledge that comes from the study of organizational behavior, this communication presents a model to understand teamwork in higher education settings. The theoretical model considers structural components (i.e., task interdependence and task uncertainty), processes (i.e., team development and team climate for learning) and results (i.e., team effectiveness). Moreover, an assessment tool (and attitude questionnaire with 42 items-Likert scale with a range from 1 to 7) is also presented to measure these critical components that can allow us to distinguish between effective and ineffective teams in higher education. First results of the application of these tools to 18 team students show good consistency values of the tools being able to distinguish among teams. Additionally, we propose a procedure to obtain aggregated measures per group from the members’ responses considering the degree of agreement among members.
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Takai, Shun, Thomas J. Smith, and Marcos Esterman. "A Power Analysis to Determine Appropriate Sample Size for the Study of Student Design-Team Effectiveness." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22345.

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Abstract Forming collaborative teams is a critical first step in team-project-based design courses as team composition directly affects not only teamwork processes and outcomes but also teamwork skills and experience. While various approaches have been used to form teams, the best methodology has not been found due to a lack of understanding of how team compositions impact team performance and teamwork learning. We need to establish a team effectiveness model for student design teams that describes relationships between team characteristics and team performance or teamwork learning. One of many challenges in such an effort is to estimate an appropriate sample size to achieve statistically significant results before starting data collection. In this paper, we demonstrate a power analysis for determining an appropriate sample size, i.e., the number of student teams, before we study the effectiveness of student design-teams. We first present a hypothesized team effectiveness model for student design teams that shows possible relationships among team factors. We then illustrate a statistical analysis procedure for studying the team effectiveness model using structural equation modeling (SEM) or path analysis. We finally demonstrate a power analysis of SEM for determining the appropriate sample size for studying the team effectiveness model.
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BLAKE, ROBERT, PAUL MCDONALD, and STEPHEN VELL. "Crew social structure for human resource effectiveness through teamwork in space flights." In 27th Aerospace Sciences Meeting. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1989. http://dx.doi.org/10.2514/6.1989-591.

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Safrul, Safrul, Thamrin Abdullah, and Ma’ruf Akbar. "The Effect of Transformational Ledership, Integrity and Teamwork on Lectures Work Effectiveness." In First International Conference on Technology and Educational Science. EAI, 2019. http://dx.doi.org/10.4108/eai.21-11-2018.2282240.

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Takai, Shun, and Marcos Esterman. "A Conceptual Framework and a Research Roadmap Towards Enhancing Team Working in Engineering Education." In ASME 2019 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/detc2019-97638.

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Abstract While design processes have been studied for many years, relationships among design team characteristics, teamwork, and team performance have not yet been fully understood. As such, there is no consensus on how to form design teams or enhance teamwork. In this paper, we propose a conceptual design-team effectiveness model based on team effectiveness theory in which we divide team process into two components: team member collaboration and design process. Built on this model, we then present a six-step research roadmap towards enhancing teamwork in engineering education by 1) improving methodology to form design teams and 2) finding a team-building design exercise to promote team member collaboration. We propose to improve team formation methodology by 1) comprehensively studying associations among team factors and team performance and 2) investigating how associations among team factors and team performance change with team-building design exercises. Together, we expect both team performance and team member collaboration to improve, which should lead to a better teamwork experience in engineering education.
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Yang, Yan, Zhifang He, and Hai Yang. "Psychological Rehabilitation Technology and Effectiveness Evaluation of Post-stroke Depression Patients Based on Teamwork." In Proceedings of the 2019 4th International Conference on Modern Management, Education Technology and Social Science (MMETSS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/mmetss-19.2019.180.

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Scott, Elsje, and Michael Pollock. "Effectiveness of Self-selected Teams: A Systems Development Project Experience." In InSITE 2006: Informing Science + IT Education Conference. Informing Science Institute, 2006. http://dx.doi.org/10.28945/3042.

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The third year systems development group project forms an essential part of the Information Systems major at the University of Cape Town. The field of Information Technology / Information Systems requires the maintenance or development of large information systems which often involves complex tasks. As effective teams are at the core of high performance organizations exposure to teamwork is important in the preparation of students for the real world environment. To ensure high quality products and limit high failure rates of projects, teams should be carefully selected. This paper explores existing team selection approaches and discusses the mechanisms put in place in the systems development group project with the emphasis on self-selected teams as a sound base for team formation. It further reports on the incorporation of the criteria defining effectiveness and effective teams into the course to prepare individual members for the rigours of industry.
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Petkovic, Dragutin, Kazunori Okada, Marc Sosnick, Aishwarya Iyer, Shenhaochen Zhu, Rainer Todtenhoefer, and Shihong Huang. "Work in progress: A machine learning approach for assessment and prediction of teamwork effectiveness in software engineering education." In 2012 IEEE Frontiers in Education Conference (FIE). IEEE, 2012. http://dx.doi.org/10.1109/fie.2012.6462205.

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Takai, Shun, and Marcos Esterman. "Towards a Better Design Team Formation: A Review of Team Effectiveness Models and Possible Measurements of Design-Team Inputs, Processes, and Outputs." In ASME 2017 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/detc2017-68091.

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Cooperation among team members and good teamwork are essential to successfully complete design projects. As such, engineering students are expected to learn how to design and work effectively in a team. While, team-based project courses have been implemented in almost all engineering and engineering technology disciplines, achieving full contribution by all team members has been a persistent challenge in design and other engineering disciplines. This paper proposes a possible approach to establish guidelines to form design teams. In this paper, we first review team-effectiveness models. We then propose a design-team-effectiveness model, which will study associations between inputs, processes, and outputs in order to improve team processes and maximizes team performance through design team composition, work structure and improved team processes. Finally, we propose (1) measurements of design-team inputs, processes, and outputs, and (2) approaches to analyze associations among inputs, processes, and outputs.
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