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Artykuły w czasopismach na temat „Effective team”

Autor: Grafiati

Data publikacji: 3 czerwca 2025

Data aktualizacji: 31 lipca 2025

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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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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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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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Martin, Vivien. "Effective team leadership." Nursing Management 7, no. 5 (2000): 26–29. http://dx.doi.org/10.7748/nm2000.06.7.5.26.c2071.

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Crick, Jerry. "Effective team communication." In Practice 36, no. 2 (2014): 96–98. http://dx.doi.org/10.1136/inp.g380.

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Male, Mary. "Effective Team Participation." Preventing School Failure: Alternative Education for Children and Youth 35, no. 4 (1991): 29–35. http://dx.doi.org/10.1080/1045988x.1991.9944256.

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Hoch, Julia Elisabeth, Craig L. Pearce, and Linda Welzel. "Is the Most Effective Team Leadership Shared?" Journal of Personnel Psychology 9, no. 3 (2010): 105–16. http://dx.doi.org/10.1027/1866-5888/a000020.

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In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to tea

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Vernet, Antoine, and Tore Opsahl. "Tripping yourself up? Team Formation and Effective Teams." Academy of Management Proceedings 2014, no. 1 (2014): 15371. http://dx.doi.org/10.5465/ambpp.2014.15371abstract.

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ALEKHINA, OKSANA, ALEXANDER GAPONENKO, and TATIANA USHAKOVA. "Effective method for team interactions." Public Administration 23, no. 2 (2021): 34–38. http://dx.doi.org/10.22394/2070-8378-2021-23-2-34-38.

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The article discusses the method for team interactions aimed at improving the efficiency of communication and developing a common balanced position. The basis of the method is employee interactions which reveals the potential of all team members through specific mental practices. The team result of this method exceeds the result that can be achieved through consensus-building techniques. Among the possible areas where this method can be applied are teams in commercial organizations and the public service. Teams, using creative functions in their work, engaged in the development of projects rel

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Singh, Swaran P. "Running an effective community mental health team." Advances in Psychiatric Treatment 6, no. 6 (2000): 414–22. http://dx.doi.org/10.1192/apt.6.6.414.

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Community psychiatric teams are an integral part of modern mental health services. The development of such teams has allowed the care of patients to be transferred from institutions to the community. A Cochrane review of community-based programmes showed that community team-based psychiatric services led to a reduction in suicide rates, improved patient engagement and were more acceptable to patients (Tyrer et al, 1999). Community care also reduces the number of days patients stay in hospital, but not the number of admissions (Marshall et al, 1995). However, community mental health teams (CMHT

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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 (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, a

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Otte, Kai-Philip, Udo Konradt, and Martina Oldeweme. "Effective Team Reflection: The Role of Quality and Quantity." Small Group Research 49, no. 6 (2018): 739–66. http://dx.doi.org/10.1177/1046496418804898.

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In this study, we distinguished between quantity and quality aspects of team reflection and examine how they relate to team performance improvement. We hypothesized that teams that reflect little but deeply and thoroughly show greater performance improvements than teams that reflect a great deal but on a superficial level. In addition, we examined the extent to which team performance will improve if teams engage in both quality and quantity in reflection in different extents, and whether implementation explained additional variance in team performance. We examined these issues in a sample of 4

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Bartel-Radic, Anne, and Nicolas Lesca. "Do intercultural teams need “requisite variety” to be effective?" Management international 15, no. 3 (2011): 89–104. http://dx.doi.org/10.7202/1005435ar.

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The aim of this paper is to analyse the impact of ‘requisite variety’ of an intercultural team on its effectiveness. Using a qualitative, longitudinal case-study method, five successive intercultural teams in one international company are analysed in order to question the effectiveness of the teams from the perspective of requisite variety. The results show that requisite variety is a necessary condition for team effectiveness. Yet, requisite variety is not easily actionable, and team processes moderate the link between requisite variety and team effectiveness. The team also needs enough time

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Ankur Mehra. "Effective Team Management Strategies in Global Organizations." Universal Research Reports 9, no. 4 (2022): 409–25. http://dx.doi.org/10.36676/urr.v9.i4.1363.

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This research paper examines the intricate dynamics of managing global teams in contemporary organizations. As businesses increasingly operate on a global scale, the need for effective strategies to manage diverse, geographically dispersed teams has become paramount. This study synthesizes current literature and empirical findings to provide a comprehensive overview of the challenges and opportunities in global team management. It explores cultural dynamics, leadership approaches, communication strategies, organizational structures, and technological considerations that impact global team perf

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Davies, Nicola. "Build an effective team." Nursing Standard 23, no. 29 (2009): 72. http://dx.doi.org/10.7748/ns2009.03.23.29.72.p4237.

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Davies, Nicola. "Build an effective team." Nursing Standard 23, no. 29 (2009): 72. http://dx.doi.org/10.7748/ns.23.29.72.s59.

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Higgs, Malcolm. "Building an effective team." Team Performance Management: An International Journal 2, no. 4 (1996): 33–39. http://dx.doi.org/10.1108/13527599610131908.

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Routhieaux, Robert L., and Scott E. Higgins. "The Effective Team Member." Health Care Manager 18, no. 1 (1999): 29–34. http://dx.doi.org/10.1097/00126450-199909000-00005.

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Ormsbee, Christine K. "Effective Preassessment Team Procedures." Intervention in School and Clinic 36, no. 3 (2001): 146–53. http://dx.doi.org/10.1177/105345120103600303.

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Garman, Andrew N., and Patrick W. Corrigan. "Developing effective team leaders." New Directions for Mental Health Services 1998, no. 79 (1998): 45–54. http://dx.doi.org/10.1002/yd.23319987907.

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Lu, Hwangji. "BUILDING EFFECTIVE VIRTUAL LEARNING TEAMS THROUGH ENHANCED TEAM PROCESSES." PEOPLE: International Journal of Social Sciences 3, no. 3 (2017): 742–58. http://dx.doi.org/10.20319/pijss.2017.33.742758.

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Lane, Michelle D. "Effective Student Teams: A Faux Hiring And Peer Evaluation Process." International Journal of Management & Information Systems (IJMIS) 15, no. 4 (2011): 147. http://dx.doi.org/10.19030/ijmis.v15i4.5813.

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Student team projects provide benefits to the education process and provide experience valued by employers, but they can also be a source of conflict, free-riding and are fraught with fairness issues. The advantages of using teams for faculty are that they provide opportunities for synergies and collaboration, while also simulating group work processes. However, due to free-riding, scheduling problems and differing goals, there are fertile grounds for team conflicts. Therefore, there exists a need for better methods of forming teams and a process to assure shared goals by team members. This re

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Roycroft, Patrick, Samantha Man, Ewa Downie, et al. "Optimising team formulation to promote effective team care." Clinical Psychology Forum 1, no. 275 (2015): 60–64. http://dx.doi.org/10.53841/bpscpf.2015.1.275.60.

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We developed a standard biopsychosocial formulation framework for our inpatient teams. Our data suggest that this has helped all disciplines within our teams to work together to create intervention plans based on an understanding of the individual’s strengths and needs.

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Dirks, Joni L. "Effective Strategies for Teaching Teamwork." Critical Care Nurse 39, no. 4 (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

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Stojadinović-Jovanović, Sandra, Ivana Bojović, and Boban Dašić. "Team and teamwork in the function of effective management." Ekonomski signali 16, no. 1 (2021): 95–112. http://dx.doi.org/10.5937/ekonsig2101095s.

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An unavoidable part of organizational life and management is teamwork. The goal of forming and using teams is to realize certain jobs and work tasks, to achieve or contribute to the achievement of certain results and thus the effective achievement of defined organizational goals. Only an effective team can contribute to the effectiveness of management. For these reasons, the subject of the paper is to consider the characteristics of the team and teamwork, the advantages and disadvantages of the use of teams and the effectiveness issue of the team itself. The aim of the paper is to point out th

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Mesmer-Magnus, Jessica, Ashley A. Niler, Gabriel Plummer, Lindsay E. Larson, and Leslie A. DeChurch. "The cognitive underpinnings of effective teamwork: a continuation." Career Development International 22, no. 5 (2017): 507–19. http://dx.doi.org/10.1108/cdi-08-2017-0140.

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Purpose Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis s

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Ale, Ebrahim Nader, Shamsuddin Ahmed, and Zahari Taha. "Virtual Teams: a Literature Review." Australian Journal of Basic and Applied Sciences 3, no. 3 (2009): 2653–69. https://doi.org/10.5281/zenodo.10632.

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In the competitive market , virtual teams represent a growing response to the need for fasting time-to- market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers . Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions o f v

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Holubčík, Martin, Jakub Soviar, and Miroslav Rechtorík. "Systematic Approach to Academic Teamwork as Basis of Effective Cooperation." Systems 12, no. 9 (2024): 329. http://dx.doi.org/10.3390/systems12090329.

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A systematic approach to teamwork is important for clarifying the behavior of actors in a cooperative environment. The cooperative game as system steps is most often shown in teamwork. The aim of this article is to present the results of this research, in which two rounds of an experiment were carried out and then an interview was held to clarify the results. We pointed out academic teamwork. This article focuses on the research of team cooperation under specified conditions of an experiment on students, which were divided into organized and unorganized teams and assigned two different tasks.

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Watson, Hugh. "Facilitating effective working in multi-agency co-located teams." Educational and Child Psychology 23, no. 4 (2006): 8–22. http://dx.doi.org/10.53841/bpsecp.2006.23.4.8.

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A number of multi-agency co-located teams have now been established across the country. A small-scale study was conducted which aimed to learn from the professionals working in these teams. Specifically, the study sought to investigate which factors are perceived by members of these teams as most important in facilitating multi-agency team development. It further aimed to investigate the areas in which new multi-agency co-located teams might most usefully benefit from external support (by way of professional time, resources, expertise, training, etc.). Factors perceived as most important in fa

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Jonsson, Eythor, and Taman Powell. "An effective board from a team perspective." Corporate Board role duties and composition 2, no. 3 (2006): 7–15. http://dx.doi.org/10.22495/cbv2i3art1.

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This paper looks at boards from a team perspective, where insights from research on teams are used to discuss some classical problems of corporate governance. The Enron-case is used as an underlying theme as it portrays some of the biggest challenges that boards face today. Theories developed within the team literature emphasise that for boards to become more effective they need more time and better access to information as a source of knowledge, more structure and purposeful roles for directors and for the board in general, and they need to become smaller and more focused. In effect, the cult

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Mohammad, Alotibe. "Effective Team Alignment to Meet Project Objectives." International Journal of Management and Commerce Innovations 12, no. 1 (2024): 158–64. https://doi.org/10.5281/zenodo.13304411.

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<strong>Abstract:</strong> Effective team alignment is a critical factor in the successful execution of projects. This paper explores the principles and practices that contribute to desirable team alignment and also demonstrates effective strategies that will help achieving optimum level of alignment. This paper will analyze the frameworks and adequate steps to ensure teams remain motivated and productive throughout the project lifecycle. <strong>Keywords:</strong> Team Alignment, Project Management, Communication, Collaboration, Leadership, Objectives. <strong>Title:</strong> Effective Team A

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Ibeh, Florence, David Oyekunle, and David Boohene. "EXPLORING EFFECTIVE METHODS TO BOOST VIRTUAL WORKERS' MORALE FOR IMPROVED PROJECT PERFORMANCE." International Journal of Professional Business Review 9, no. 3 (2024): e04335. http://dx.doi.org/10.26668/businessreview/2024.v9i3.4335.

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Background: The continuous advancement of information technology has transformed how businesses and organizations carry out their day-to-day activities. Many people are choosing to work remotely because they are handling a significant number of human interactions through various virtual communication platforms. Remote work facilitates business growth and improves customer service, yet it presents its challenges, necessitating an investigation into virtual team morale to guarantee project success. Method: This study employed content analysis of readily available secondary data to examine the in

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Arora, Rachna, Sandeep Gajendragadkar, and Netra Neelam. "Team Effectiveness: A Key to Success in ‘IT Organizations’." Australasian Accounting, Business and Finance Journal 17, no. 1 (2023): 97–110. http://dx.doi.org/10.14453/aabfj.v17i1.08.

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This study is an attempt is to examine the relationship between different characteristics which makes project teams effective and lead to the success of projects in IT organizations. A survey was conducted on 110 IT professionals who are part of various project teams in IT organizations. A correlation test is used to see the interdependence, and a linear regression model is used to establish a relationship in team effectiveness variables. The result shows that team purpose and goals, team roles, team processes and team relationships contribute to the team's effectiveness and are interdependent

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Adham, Tawfig Khidir Ibnouf, and Amr Sukkar. "Effective Management of Construction Project Team: Identifying Team Composition Strategies and Criteria." Scholars Journal of Engineering and Technology 12, no. 02 (2024): 72–81. http://dx.doi.org/10.36347/sjet.2024.v12i02.005.

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This study delves into team composition within the construction industry, exploring its uniqueness amid the proven benefits of effective teamwork in productivity, innovation, and member satisfaction. Acknowledging the challenges arising from diverse workforces and projects-specific team requirements in construction, the research emphasizes the need for careful member selection to ensure project success. Focused on addressing gaps in understanding construction team management, the study aims to uncover fundamental elements crucial for steering these teams effectively. It endeavors to identify i

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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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Cooper-Duffy, Karena, and Kerri Eaker. "Effective Team Practices: Interprofessional Contributions to Communication Issues With a Parent's Perspective." American Journal of Speech-Language Pathology 26, no. 2 (2017): 181–92. http://dx.doi.org/10.1044/2016_ajslp-15-0069.

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PurposeThis clinical focus article contains a detailed description of how to build effective teams that use interprofessional collaborative practice (IPCP) with special-education professionals, speech-language pathologists, and families of children with severe disabilities.MethodThis clinical focus article provides information on using the essential elements of team building and IPCP to provide quality care to families who have children with severe disabilities. The 6 essential elements for team building are described, with suggestions for including families in each: goal-setting, roles and re

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Dailey, Ann Armstrong, and Stephen A. DiTullio. "Team approach: An effective solution." American Journal of Hospice Care 5, no. 6 (1988): 20–21. http://dx.doi.org/10.1177/104990918800500607.

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Oden, Kevin B. "Distributed Team Training: Effective Feedback." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 54, no. 27 (2010): 2314–18. http://dx.doi.org/10.1177/154193121005402720.

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Teunissen, Claudia, Beverley Burrell, and Virginia Maskill. "Effective Surgical Teams: An Integrative Literature Review." Western Journal of Nursing Research 42, no. 1 (2019): 61–75. http://dx.doi.org/10.1177/0193945919834896.

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It is imperative to understand the factors that contribute to effective surgical teams. The aim of this integrative review was to evaluate the aids and barriers for perioperative teams in functioning effectively, preventing adverse events, and fostering a culture of safety. The literature search was undertaken of 15 databases, which resulted in 70 articles being included. It was found perioperative teamwork was not widely understood. Findings indicated barriers to effective surgical teams comprised of confusion in tasks and responsibilities, existing hierarchies and prevailing misconceptions a

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Tawfig, Khidir Ibnouf Adham, and Sukkar Amr. "Investigating the influence of organizational culture on team management: exploring effective factors and techniques." World Journal of Advanced Research and Reviews 22, no. 1 (2024): 1684–702. https://doi.org/10.5281/zenodo.14231457.

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This qualitative research examines how organizational culture intersects with team management in the construction industry. Conducting interviews with nine experienced construction project managers and team members, we collected data using a qualitative approach. We applied content analysis to scrutinize the gathered data, addressing the central question: 'Which strategies and techniques within organizational culture are essential for efficiently managing construction teams?' Our primary objectives were to clarify the intricate relationship between organizational culture and team management an

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Jardim, George M., and Henry J. McDermott. "ORGANIZING COMPANY SPECIALISTS FOR RAPID AND EFFECTIVE RESPONSE." International Oil Spill Conference Proceedings 1993, no. 1 (1993): 45–49. http://dx.doi.org/10.7901/2169-3358-1993-1-45.

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ABSTRACT The staff needed for the support of cleanup operations can be large even for moderately sized spills. Marshaling sufficient and qualified people to respond on short notice at locations throughout the world can tax even the largest corporations. This paper describes how Chevron has prepared for this important aspect of spill response. Basically, Chevron has formed 13 separate teams covering specialty areas such as safety, finance, public relations, and legal. Each teams is organized and managed by people who regularly work within that function. Members of each team are regular employee

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Tawfig Khidir Ibnouf Adham and Amr Sukkar. "Investigating the influence of organizational culture on team management: exploring effective factors and techniques." World Journal of Advanced Research and Reviews 22, no. 1 (2024): 1684–702. http://dx.doi.org/10.30574/wjarr.2024.22.1.1219.

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This qualitative research examines how organizational culture intersects with team management in the construction industry. Conducting interviews with nine experienced construction project managers and team members, we collected data using a qualitative approach. We applied content analysis to scrutinize the gathered data, addressing the central question: 'Which strategies and techniques within organizational culture are essential for efficiently managing construction teams?' Our primary objectives were to clarify the intricate relationship between organizational culture and team management an

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Razeq, Ziyad, Biju Parekkadan, Nancy Reichman, and Edmund Lattime. "46733 Strategy for Effective Team Formation: A Case Study of Rutgers’ Big Ideas Initiative." Journal of Clinical and Translational Science 5, s1 (2021): 111. http://dx.doi.org/10.1017/cts.2021.684.

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ABSTRACT IMPACT: This study will provide valuable insight regarding the effectiveness of a top-down approach for team formation. OBJECTIVES/GOALS: Rutgers’ Big Ideas is a philanthropic initiative designed to gather team science ideas and present them to donors. We intend to evaluate this Team Science intervention and determine its feasibility in catalyzing the inception of team formation. We will explore the composition of teams that are formed using this particular method and team outcomes. METHODS/STUDY POPULATION: Our group will first evaluate the themes that were covered by the initial 210

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Rao, M. S. "Collaborate to build effective teams to achieve organizational excellence and effectiveness." Industrial and Commercial Training 48, no. 1 (2016): 24–28. http://dx.doi.org/10.1108/ict-01-2015-0010.

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Purpose – The purpose of this paper is to collaborate to build effective teams to achieve organizational excellence and effectiveness. Design/methodology/approach – The paper outlines a blueprint to build an effective team based on various personality types leveraging their competencies and capabilities. Findings – It implores to identify various personality types of your team members, leverage their strengths, understand their expectations and apply different leadership tools and techniques as per the situation to build an effective team. Practical implications – The tools and techniques adop

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Maduka, Nnamdi Stanley, Helen Edwards, David Greenwood, Allan Osborne, and Solomon Olusola Babatunde. "Analysis of competencies for effective virtual team leadership in building successful organisations." Benchmarking: An International Journal 25, no. 2 (2018): 696–712. http://dx.doi.org/10.1108/bij-08-2016-0124.

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Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation. Design/methodology/approach The study adopted case study methodology to undertake an exploratory study of a manufacturing organisation. Using a questionnaire that was designed

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Komal, Jasani. "Effective QA Team Leadership in VR." International Journal of Innovative Research in Engineering & Multidisciplinary Physical Sciences 7, no. 5 (2019): 1–12. https://doi.org/10.5281/zenodo.15181485.

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This paper focuses on the way of leadership towards quality assurance (QA) teams related to virtual reality (VR) development. In general, the entire VR field is experiencing growth, and the QA teams are challenged with issues of creates a VR reliability, immersion, and usability. In this paper, outlines the key components in good QA leadership, the teamwork between the various roles, the application of enhanced testing techniques, and the opportunity for a proper, motivated team culture. It also touches on how the leaders can approach difficult VR problems such as dealing with hardware and sof

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Aibueva, Rayana A. M., and Amirkhan M. Aybuev. "MODELS AND METHODS OF DESIGNING EFFECTIVE TEAMS IN MODERN ORGANIZATIONS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 4/13, no. 157 (2025): 9–14. https://doi.org/10.36871/ek.up.p.r.2025.04.13.002.

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The article considers modern models and methods for designing effective teams in organizations operating in the conditions of digital transformation and a highly dynamic external environment. Theoretical approaches to the concept of a team as a socio-psychological and managerial system are analyzed, criteria for team effectiveness and key parameters of interpersonal interaction are revealed. A comparative analysis of classical (Belbin, PAEI, GRPI) and modern (Scrum, T7, IMOI) models, as well as domestic formalized and simulation approaches to team building is presented. Particular attention is

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Steira, Iselin Mauseth, and Marianne Steinmo. "The development of effective new venture teams in venture creation programmes." International Journal of Entrepreneurial Behavior & Research 27, no. 5 (2021): 1116–41. http://dx.doi.org/10.1108/ijebr-09-2020-0664.

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PurposeThe purpose of this study is to explore how effective new venture teams are developed in venture creation programmes.Design/methodology/approachThis paper presents a multiple case study focusing on the development of effective new venture teams. Semi-structured interviews with 15 new venture teams from two different venture creation programmes were conducted and an abductive analysis approach was used.FindingsThree key phases of the development of an effective new venture team are identified: (1) establishing a foundation for collaboration, (2) structuring the teamwork and (3) adapting

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Hoogeboom, Marcella A. M. G., and Celeste P. M. Wilderom. "A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness." Group & Organization Management 45, no. 1 (2019): 3–42. http://dx.doi.org/10.1177/1059601119854927.

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Interaction dynamics are considered to be key characteristics of complex adaptive systems (CAS). Taking a CAS approach, this study examines how three team interaction patterns affect team effectiveness. Specifically, we analyze recurring, heterogeneous, and participative patterns of team interaction in routine and nonroutine team-task contexts. Fine-grained coding of video-based footage plus nonlinear dynamical systems (NDS) statistics are used to identify the interaction patterns in a sample of 96 real-life teams, comprising 1,395 team members. We establish that recurring patterns of team int

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Krawczyk-Bryłka, Beata, Katarzyna Stankiewicz, Paweł Ziemiański, and Michał T. Tomczak. "Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education." Education Sciences 10, no. 12 (2020): 364. http://dx.doi.org/10.3390/educsci10120364.

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In the situation of a permanent change and increased competition, business ventures are more and more often undertaken not by individuals but by entrepreneurial teams. The main aim of this paper is to examine the team principles implemented by effective entrepreneurial teams and how they differ in nascent and established teams. We also focused on the relationship between the implementation of these rules by entrepreneurial team members and their evaluation of venture performance and personal satisfaction. The quantitative method was used: a list of nine items describing the principles importan

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