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Articoli di riviste sul tema "Team"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 luglio 2025

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1

Thompson, Britta M., Paul Haidet, Nicole J. Borges, et al. "Team cohesiveness, team size and team performance in team-based learning teams." Medical Education 49, no. 4 (2015): 379–85. http://dx.doi.org/10.1111/medu.12636.

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Jenkins, Donald H. "Team of Teams or Team of Rivals." Journal of Trauma and Acute Care Surgery 81, no. 1 (2016): 8–12. http://dx.doi.org/10.1097/ta.0000000000001094.

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3

van der Haar, Selma, Mieke Koeslag-Kreunen, Eline Euwe, and Mien Segers. "Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams." Small Group Research 48, no. 2 (2017): 215–48. http://dx.doi.org/10.1177/1046496417689897.

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Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1

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4

Piccoli, Gabriele, Anne Powell, and Blake Ives. "Virtual teams: team control structure, work processes, and team effectiveness." Information Technology & People 17, no. 4 (2004): 359–79. http://dx.doi.org/10.1108/09593840410570258.

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5

Tiejun, Wu, Wang Wenjun, Bi Xin, and Liu Dianzhi. "Mediating Effect of Team Trust Between Team Conflict and Team Effectiveness in Self-management Teams." Journal of Applied Sciences 13, no. 9 (2013): 1504–8. http://dx.doi.org/10.3923/jas.2013.1504.1508.

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6

Costa, Deena Kelly. "The Team, the Team, the Team: What Critical Care Research Can Learn from Football Teams." Annals of the American Thoracic Society 16, no. 12 (2019): 1492–94. http://dx.doi.org/10.1513/annalsats.201903-202ip.

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Agnew, Thelma. "Dynamic teams and team dynamics." Nursing Management 12, no. 1 (2005): 7. http://dx.doi.org/10.7748/nm.12.1.7.s10.

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Onağ, Zeynep, and Mustafa Tepeci. "Team Effectiveness in Sport Teams: The Effects of Team Cohesion, Intra Team Communication and Team Norms on Team Member Satisfaction and Intent to Remain." Procedia - Social and Behavioral Sciences 150 (September 2014): 420–28. http://dx.doi.org/10.1016/j.sbspro.2014.09.042.

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Fujimura, Makoto. "The influence of team reflections on team performance in sports teams." Proceedings of the Annual Convention of the Japanese Psychological Association 83 (September 11, 2019): 3A—010–3A—010. http://dx.doi.org/10.4992/pacjpa.83.0_3a-010.

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10

Ong, Yu Han, Mervyn Yong Hwang Koh, and Wee Shiong Lim. "Shared leadership in interprofessional teams: beyond team characteristics to team conditions." Journal of Interprofessional Care 34, no. 4 (2019): 444–52. http://dx.doi.org/10.1080/13561820.2019.1653834.

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Guchait, Priyanko. "The Mediating Effect of Team Engagement between Team Cognitions and Team Outcomes in Service-Management Teams." Journal of Hospitality & Tourism Research 40, no. 2 (2013): 139–61. http://dx.doi.org/10.1177/1096348013495698.

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12

Watson, Warren, Danielle Cooper, M. A. Jose Luis Neri Torres, and Nancy G. Boyd. "Team processes, team conflict, team outcomes, and gender: An examination of U.S. and Mexican learning teams." International Journal of Intercultural Relations 32, no. 6 (2008): 524–37. http://dx.doi.org/10.1016/j.ijintrel.2008.01.002.

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13

Sara, Safa Neama. "Effective Teams for the Corporate World." International Journal of Management and Commerce Innovations 10, no. 1 (2022): 490–98. https://doi.org/10.5281/zenodo.7079376.

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<strong>Abstract:</strong> Teamwork would be needed to succeed competitively in the global open economy. For the corporate world, the use of a team-based system is no longer simply a waste resource for increasing the business quality of service. The use of successful teams has proven critical in today's developing economies to sustain businesses’ long-term stability and growth. Centred on the duplication of human resources, it has been not easy for corporate to distinguish themselves from the competition. And businesses must have perseverance and resilience in a world of continuous t

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14

Sharma, Anshu, and Jyotsna Bhatnagar. "Emergence of team engagement under time pressure: role of team leader and team climate." Team Performance Management: An International Journal 23, no. 3 (2017): 171–85. http://dx.doi.org/10.1108/tpm-06-2016-0031.

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Purpose This paper aims to identify the determinants of team engagement emerging as a collective team-level phenomenon under time pressure context. The paper particularly explores how teams working under time pressure conditions use their social resources to develop into highly engaged teams. Design/methodology/approach The paper develops a conceptual framework along with related propositions by integrating diverse literature from the field of team processes, leadership and engagement. The arguments are theoretically embedded into the job demands-resources (JD-R) model to explain the emergence

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15

Travillian, Kimberly K., Catherine E. Volpe, Janis A. Cannon-Bowers, and Eduardo Salas. "Cross-Training Highly Interdependent Teams: Effects on Team Processes and Team Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 37, no. 18 (1993): 1243–47. http://dx.doi.org/10.1177/154193129303701809.

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16

Ammeter, Anthony P., and Janet M. Dukerich. "Leadership, Team Building, and Team Member Characteristics in High Performance Project Teams." Engineering Management Journal 14, no. 4 (2002): 3–10. http://dx.doi.org/10.1080/10429247.2002.11415178.

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17

Dineen, Brian R. "Teamxchange: A Team Project Experience Involving Virtual Teams and Fluid Team Membership." Journal of Management Education 29, no. 4 (2005): 593–616. http://dx.doi.org/10.1177/1052562905276275.

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18

Hajro, Aida, and Markus Pudelko. "Multinational Teams: How Team Interactions Mediate Between Cultural Differences and Team Performance." Academy of Management Proceedings 2012, no. 1 (2012): 15783. http://dx.doi.org/10.5465/ambpp.2012.166.

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19

Vangrieken, Katrien, Filip Dochy, and Elisabeth Raes. "Team learning in teacher teams: team entitativity as a bridge between teams-in-theory and teams-in-practice." European Journal of Psychology of Education 31, no. 3 (2016): 275–98. http://dx.doi.org/10.1007/s10212-015-0279-0.

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20

Van Mierlo, Heleen, and Edwin A. J. Van Hooft. "Team Achievement Goals and Sports Team Performance." Small Group Research 51, no. 5 (2020): 581–615. http://dx.doi.org/10.1177/1046496420913119.

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This study focuses on team achievement goals and performance outcomes in interdependent sports teams. Team achievement goals reflect shared motivational states that exist exclusively at the team level. In a survey among 310 members of 29 premier-league field-hockey teams, team-level performance-approach, performance-avoidance, mastery-approach, and mastery-avoidance achievement goals explained 69% of the overall variance in team performance and 16% after controlling for previous performance. Teams performed better to the extent they were more approach- and less avoidance oriented in terms of b

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21

Eveleth, Daniel M., and Alex B. Eveleth. "Team Identification, Team Performance and Leader-Member Exchange Relationships in Virtual Groups." International Journal of Virtual Communities and Social Networking 2, no. 1 (2010): 52–66. http://dx.doi.org/10.4018/jvcsn.2010010104.

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While previous research has identified group identification as an important factor in affecting relevant outcomes (e.g., satisfaction, turnover, commitment) in face-to face environments, this paper provides initial evidence to support the proposition that group identification also matters in virtual environments. In particular, the authors found that team membersâ€™ perceptions of the leader-member exchange relationship and the teamâ€™s past performance are related to individualsâ€™ identification with the virtual team and that identification affects satisfaction and behavioral intentions. Ind

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22

Guo, Weixiao, Chenjing Gan, and Duanxu Wang. "The mobility of team members and team creativity: exploring the mediating role of team cognition." Journal of Organizational Change Management 33, no. 6 (2020): 1111–22. http://dx.doi.org/10.1108/jocm-03-2020-0073.

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PurposeThe purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory system (TMS) and team creative efficacy.Design/methodology/approachMultiple surveys were conducted on team leaders and members in knowledge-worker teams in China. A total of 94 teams were analyzed by adopting the confirmatory factor analyses, hierarchical regression analysis and bootstrap analysis method.FindingsThe results show that frequent team member mobility is negatively related to a knowledge-worker team's

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23

Budianto, Tarman, Ely Susanto, Sari Sitalaksmi, and Gugup Kismono. "Team Monitoring, Does it Matter for Team Performance? Moderating role of Team Monitoring on Team Psychological Safety and Team Learning." Journal of Indonesian Economy and Business 35, no. 2 (2020): 81. http://dx.doi.org/10.22146/jieb.54522.

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Introduction: The use of work teams is a strategy that allows organizations to move faster and more proactively. Team performance is an interesting issue that needs to be studied more extensively. Background Problems: Team psychological safety and team learning have a positive effect on team performance. But in some of the literature, psychological safety has also been shown to have a negative impact on teams when team monitoring is low. This research was conducted to investigate the moderation role of team monitoring and the influence of team learning and team psychological safety on team per

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Mach, Merce, and Yehuda Baruch. "Team performance in cross cultural project teams." Cross Cultural Management 22, no. 3 (2015): 464–86. http://dx.doi.org/10.1108/ccm-10-2014-0114.

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Purpose – The purpose of this paper is to test the conditional effect of team composition on team performance; specifically, how collective team orientation, group consensus, faultline configurations and trust among team members explain the objective performance of project teams in cross-cultural contexts. Design/methodology/approach – Employing path analytical framework and bootstrap methods, the authors analyze data from a sample of 73 cross cultural project teams. Relying on ordinary least-squares regression, the authors estimate the direct and indirect effects of the moderated mediation mo

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25

Hernández-López, Adrián, Ricardo Colomo-Palacios, Ángel García-Crespo, and Pedro Soto-Acosta. "Team Software Process in GSD Teams." International Journal of Human Capital and Information Technology Professionals 1, no. 3 (2010): 32–53. http://dx.doi.org/10.4018/jhcitp.2010070103.

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Distributed software development is becoming the norm for the software industry today as an organizational response to globalization and outsourcing tendencies. In this new environment, centralized models for software development team building models have to be reanalyzed. Team Software Process (TSP) guides engineering teams in developing software-intensive products and is intended to improve the levels of quality and productivity of a team’s software development project. In this paper, the authors assess the difficulty of using TSP in distributed software development environments. The objecti

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26

Dymond, Margaret, Rachelle Saybel, and Cathy Falconer. "Effective trauma teams: Trauma team simulations." Canadian Journal of Emergency Nursing 35, no. 1 (2012): 21–22. http://dx.doi.org/10.29173/cjen442.

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Loo, Robert. "Assessing “team climate” in project teams." International Journal of Project Management 21, no. 7 (2003): 511–17. http://dx.doi.org/10.1016/s0263-7863(02)00058-3.

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28

Leigh, Jennifer S. A., Joy E. Beatty, and Paul S. Szwed. "Team on teams: a collaborative inquiry." Organization Management Journal 5, no. 4 (2008): 194–205. http://dx.doi.org/10.1057/omj.2008.30.

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29

Stowell, Frank, and Shavindrie Cooray. "Addressing Team Dynamics in Virtual Teams." International Journal of Information Technologies and Systems Approach 9, no. 1 (2016): 32–53. http://dx.doi.org/10.4018/ijitsa.2016010103.

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Computer Mediated Communication (CMC) is providing businesses with the means of assembling virtual teams comprising of members in diverse locations. However research shows that virtual team dynamics are different from face to face dynamics. Recent research adds force to the view that conflicts are more prevalent within virtual teams since participants are less likely to change their initial points of view when discussions are held virtually. This insight has implications for IS development since many IS are developed by virtual project teams. It is relevant to systems analysis since according

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30

Curşeu, Petru L., Patrick Kenis, Jörg Raab, and Ulrik Brandes. "Composing Effective Teams through Team Dating." Organization Studies 31, no. 7 (2010): 873–94. http://dx.doi.org/10.1177/0170840610373195.

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31

Edwards, C. "From team to teams [venture capital]." Engineering Management 16, no. 3 (2006): 10–13. http://dx.doi.org/10.1049/em:20060301.

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

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33

Kneisel, Evi. "Team reflections, team mental models and team performance over time." Team Performance Management: An International Journal 26, no. 1/2 (2020): 143–68. http://dx.doi.org/10.1108/tpm-09-2018-0061.

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Purpose Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship. Design/methodology/approach Within a longitudinal expe

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34

Kocoglu, Ipek, Gary Lynn, Yunho Jung, Peter G. Dominick, Zvi Aronson, and Pamela Burke. "Actions speak louder than words." Management Decision 58, no. 3 (2019): 465–94. http://dx.doi.org/10.1108/md-09-2018-1018.

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Purpose The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening. Design/methodology/approach The authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modelin

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Cauwelier, Peter, Vincent M. Ribière, and Alex Bennet. "Team psychological safety and team learning: a cultural perspective." Learning Organization 23, no. 6 (2016): 458–68. http://dx.doi.org/10.1108/tlo-05-2016-0029.

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Purpose The purpose of this paper was to evaluate if the concept of team psychological safety, a key driver of team learning and originally studied in the West, can be applied in teams from different national cultures. The model originally validated for teams in the West is applied to teams in Thailand to evaluate its validity, and the views team members have on the antecedents of team psychological safety are analyzed. Design/methodology/approach The core of the sequential explanatory mixed method research was an experiment with nine teams from a single engineering organization (three teams f

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Tang, Chaoying, and Stefanie E. Naumann. "Team diversity, mood, and team creativity: The role of team knowledge sharing in Chinese R & D teams." Journal of Management & Organization 22, no. 3 (2015): 420–34. http://dx.doi.org/10.1017/jmo.2015.43.

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AbstractResearch on the team diversity-team creativity relationship has been mixed. We present and empirically examine a model of mediated moderation in which team knowledge sharing intervenes in the impact of the interaction of team work value diversity and positive mood on team creativity. Survey participants included 458 employees working in 47 R&D teams from 17 research institutes in China. The interaction of team work value diversity and team positive mood positively affected team creativity and was mediated by team knowledge sharing. Our findings suggest that knowledge sharing and po

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37

Glover, Jonathan, and Eunhee Kim. "Optimal Team Composition: Diversity to Foster Implicit Team Incentives." Management Science 67, no. 9 (2021): 5800–5820. http://dx.doi.org/10.1287/mnsc.2020.3762.

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We study optimal team design. In our model, a principal assigns either heterogeneous agents to a team (a diverse team) or homogenous agents to a team (a specialized team) to perform repeated team production. We assume that specialized teams exhibit a productive substitutability (e.g., interchangeable efforts with decreasing returns to total effort), whereas diverse teams exhibit a productive complementarity (e.g., cross-functional teams). Diverse teams have an inherent advantage in fostering desirable implicit/relational incentives that team members can provide to each other (tacit cooperation

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38

Park, HeeJin. "The relationship of team learning behavior to team performance." Korean Journal of Industrial and Organizational Psychology 24, no. 3 (2011): 651–72. http://dx.doi.org/10.24230/kjiop.v24i3.651-672.

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The purpose of this study was to meta-analyze the research examining the effects of team learning behavior on team performance. In addition, team size, team type and study setting were investigated as potential moderators of the relationship between team learning behavior and team performance. In total, the database consisted of 21 effect sizes of 17 studies. They were analyzed by using Hunter & Schmidt (2004) meta-analytic procedure. The results indicated that team learning behavior was positively related to team performance and team innovation. The findings suggested that team size, team

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39

Leicher, Veronika, and Regina H. Mulder. "Team learning, team performance and safe team climate in elder care nursing." Team Performance Management 22, no. 7/8 (2016): 399–414. http://dx.doi.org/10.1108/tpm-04-2016-0017.

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Purpose This study aims to determine whether elder care nurses engage in knowledge sharing and reflection within their teams and if these team-learning activities influence an elder care nursing team’s performance. Furthermore, the authors investigated the relation between elder care nurses' estimation of the team climate as being safe and team-learning activities. Design/methodology/approach For this research, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted. Findings Structural equation model showed significant pos

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Puente-Palacios, Katia Elizabeth, and Raquel Trinchão de Jesus Barouh. "Relationship between team learning and team effectiveness." Journal of Workplace Learning 33, no. 7 (2021): 534–46. http://dx.doi.org/10.1108/jwl-11-2020-0180.

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Purpose The purpose of this paper is two-fold: first, to demonstrate that learning occurs as a collective process in addition to traditional individual learning and second, to identify its antecedents and consequences at the team level. Design/methodology/approach Data were gathered using questionnaires answered by 356 participants organized in 90 teams. Quantitative analytic strategies were applied to verify if individual answers of team members were similar enough to compound team scores and to measure the predictive power of the proposed model. Findings Results showed that team learning is

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41

Castellano, Julen, David Casamichana, and Oier Agirrezabalaga. "Is it possible to propose a periodization strategy different from the inverted U in preseason? A comparison between two professional football teams." Retos 56 (June 1, 2024): 917–24. http://dx.doi.org/10.47197/retos.v56.103792.

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Purpose: the main aim of this study was to quantify and compare the weekly external loads of pre-season in two professional football teams. Methods: GPS devices monitored forty-five players in two teams daily in a five-week pre-season period. The external load measures were: number of sessions, total duration, acceleration load (aLoad), total distance (TD), distance at >21 km·h-1 (TD21), distance at >24 km·h-1 (TD24) and Player-Load® (PL). Results: there were differences in the weekly external load between both teams. Team1 trained 30% more time and training sessions than Team2, so the w

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Gorman, Jamie C., David A. Grimm, Ronald H. Stevens, Trysha Galloway, Ann M. Willemsen-Dunlap, and Donald J. Halpin. "Measuring Real-Time Team Cognition During Team Training." Human Factors: The Journal of the Human Factors and Ergonomics Society 62, no. 5 (2019): 825–60. http://dx.doi.org/10.1177/0018720819852791.

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Objective A method for detecting real-time changes in team cognition in the form of significant communication reorganizations is described. We demonstrate the method in the context of scenario-based simulation training. Background We present the dynamical view that individual- and team-level aspects of team cognition are temporally intertwined in a team’s real-time response to challenging events. We suggest that this real-time response represents a fundamental team cognitive skill regarding the rapidity and appropriateness of the response, and methods and metrics are needed to track this skill

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den Hartog, Sophie C., J. Malte Runge, Gudrun Reindl, and Jonas W. B. Lang. "Linking Personality Trait Variance in Self-Managed Teams to Team Innovation." Small Group Research 51, no. 2 (2019): 265–95. http://dx.doi.org/10.1177/1046496419865325.

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Researchers have suggested that some personality traits are associated with better team functioning when team members are homogeneous, whereas other personality traits improve team functioning when team members are heterogeneous. This article extends these ideas to team innovation and examines (a) how team variance in extraversion, agreeableness, openness, and conscientiousness relates to innovation in teams; and (b) how these relationships dynamically evolve over time. Our study included 704 surveys completed by 243 team members in 32 teams, at three time points. Results revealed that teams w

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Yin, Jielin, Meng Qu, Miaomiao Li, and Ganli Liao. "Team Leader’s Conflict Management Style and Team Innovation Performance in Remote R&D Teams—With Team Climate Perspective." Sustainability 14, no. 17 (2022): 10949. http://dx.doi.org/10.3390/su141710949.

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Remote work has become a new way of working due to the influence of the COVID-19 pandemic, which inevitably aggravates team conflicts caused by cognitive differences given the lack of face-to-face communication. With a team climate perspective, this paper investigates the impact of the team leader’s conflict management style on team innovation performance in remote R&D teams in China based on social cognition theory and two-dimension theory. A theoretical model is constructed which describes the mediating effect of team psychological safety and the moderating impact of team trust. Paired d

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Tang, Chaoying, and Stefanie E. Naumann. "Team diversity, mood, and team creativity: The role of team knowledge sharing in Chinese R & D teams – CORRIGENDUM." Journal of Management & Organization 23, no. 1 (2016): 163. http://dx.doi.org/10.1017/jmo.2016.57.

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Arnold, Markus C., R. Lynn Hannan, and Ivo D. Tafkov. "Mutual Monitoring and Team Member Communication in Teams." Accounting Review 95, no. 5 (2019): 1–21. http://dx.doi.org/10.2308/accr-52659.

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ABSTRACT This study investigates whether the benefit firms can extract from team member communication to the team manager—who may use such information for rewarding individual team members—is affected by differences in the type of mutual monitoring information available to team members. We predict and find that team performance is higher when team members can observe only each other's effort than when they can observe both each other's effort and output levels; conversely, team performance is lower when team members can observe only each other's output than when they can observe both each othe

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Lehmann-Willenbrock, Nale. "Team Learning." Small Group Research 48, no. 2 (2017): 123–30. http://dx.doi.org/10.1177/1046496416689308.

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Team learning is a complex social phenomenon that develops and changes over time. Hence, to promote understanding of the fine-grained dynamics of team learning, research should account for the temporal patterns of team learning behavior. Taking important steps in this direction, this special issue offers novel insights into the dynamics of team learning by advocating a temporal perspective. Based on a symposium presented at the 2016 Interdisciplinary Network for Group Research (INGRoup) Conference in Helsinki, the four empirical articles in this special issue showcase four different and innova

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Syeda, Urooj Babar Syed Haider Ali Shah Said Shah Faisal Khan. "Impact of Multi-Generational Team Conflict, Coordination and Personality Types on their Team Performance." Multicultural Education 8, no. 1 (2022): 138. https://doi.org/10.5281/zenodo.5866761.

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<em>Workforce teams in today’s organizations comprises of employees belonging to multiple generations. Instead of going on the back foot, organizations need to take benefit from these employees by using them as edge over competitors. By utilizing qualitative research methods, twelve in-depth interviews were taken from three different hospitals of District Nowshera for investigating multigenerational team reasons for conflict along with level of their performance and coordination. This research indicated that actions, approaches, and preferences of multigenerational teams are affected by

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Dierdorff, Erich C., David M. Fisher, and Robert S. Rubin. "The Power of Percipience: Consequences of Self-Awareness in Teams on Team-Level Functioning and Performance." Journal of Management 45, no. 7 (2018): 2891–919. http://dx.doi.org/10.1177/0149206318774622.

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We integrate research on team functioning with that of self-awareness to advance the notion of self-awareness in teams as an important concept to consider when diagnosing team effectiveness. We argue that teams composed of individuals with greater levels of self-awareness will exhibit more effective team-level functioning and performance. This proposition was explored by examining the effects of self-other agreement with regard to individual-level contributions of teamwork behavior on three team-level functional outcomes (team coordination, conflict, cohesion) and team performance. Results fro

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Pociask, Sarah E., David Gross, and Mei-Yau Shih. "Does Team Formation Impact Student Performance, Effort and Attitudes in a College Course Employing Collaborative Learning?" Journal of the Scholarship of Teaching and Learning 17, no. 3 (2017): 19–33. http://dx.doi.org/10.14434/v17i3.21364.

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Abstract (sommario):

The literature on team-based learning emphasizes the importance of team composition and team design, and it is recommended that instructors organize teams to ensure diversity of team members and optimal team performance. But does the method of team formation actually impact student performance? The goal of the present study was to examine whether different team formation methods would affect individual and team performance outcomes and student attitudes in an undergraduate general education course. Across three different sections of the same course, teams were either designed by the instructor

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