Готові списки джерел за темами / Team behaviour

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Добірка наукової літератури з теми "Team behaviour"

Автор: Grafiati
Опубліковано: 10 січня 2023
Оновлено: 28 січня 2023

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Статті в журналах з теми "Team behaviour"

1

Widmann, Andreas, and Regina H. Mulder. "Team learning behaviours and innovative work behaviour in work teams." European Journal of Innovation Management 21, no. 3 (August 13, 2018): 501–20. http://dx.doi.org/10.1108/ejim-12-2017-0194.

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Анотація:
Purpose The purpose of this paper is to get deeper insight into the complex nature of the relationship between team learning conditions, team learning behaviours (TLBs) and innovative work behaviour (IWB) by considering and combining different neglected aspects in research. Design/methodology/approach A questionnaire was filled out by 593 vocational educators of 117 interdisciplinary work teams in vocational colleges in Germany. Correlations were calculated and structural equation modelling at two levels was conducted. Findings The results indicate that TLBs, especially team reflexivity and boundary spanning, relate positively to IWB. Furthermore, team structure, task interdependence and group potency relate positively to TLBs. It means that TLBs can be fostered by establishing these team learning conditions and, thus, IWB can be fostered. Research limitations/implications The main limitation of the study is that the data collection was cross-sectional. Longitudinal studies are required to capture the dynamic character of team learning and to identify causal relationships. Practical implications It is important to make all employees in vocational education aware of the importance of TLBs especially of team reflexivity and boundary spanning. Originality/value This study provides practical implications for organisations to foster IWB and indications for a better understanding of the relationship between team learning conditions, TLBs and IWB considering and combining different neglected aspects such as examining TLBs separated in one study.
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2

Pinheiro, Margarida, Teresa Rebelo, Paulo Renato Lourenço, Bruno de Sousa, and Isabel Dimas. "Dynamics of Team Learning Behaviours: The Effect of Time and Team Culture." Behavioral Sciences 12, no. 11 (November 14, 2022): 449. http://dx.doi.org/10.3390/bs12110449.

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Анотація:
This research study focused on team learning behaviours, particularly the extent to which teams use learning behaviours over time, as well as the influence of different team cultures on learning behaviours over time. Data from 33 university project teams were collected longitudinally at three moments (beginning, halfway point, and end of the project) and the analysis was conducted through growth modelling. A linear relationship between time and team learning through experimenting behaviour was found, suggesting that experimenting behaviour tends to increase over time in project teams. Moreover, the early development of team cultures that promote mutual understanding and good interpersonal relationships, the accomplishment of objectives, flexibility, and the search for alternative ways to perform tasks/problem solving are conducive to experimenting behaviours from the beginning of the teamwork. This study highlights the relevance of the temporal dynamics of team learning behaviours and their interaction with team culture.
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3

GOYAL, MADHU. "ATTITUDE CYCLE FOR PROBLEM SOLVING TEAMS IN A DYNAMIC WORLD." International Journal on Artificial Intelligence Tools 13, no. 04 (December 2004): 945–59. http://dx.doi.org/10.1142/s0218213004001910.

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In this paper, a mental attribute called attitude is introduced and its importance in agent problem solving is discussed. It presents the various properties of agents describing how the attitudes of the agents affect the behavior of the agents. The paper also discusses how the attitudes could be described computationally in terms of various attributes. This paper formalizes the team as a collective abstract attitude of participating agents. This concept especially has been very useful in formalising the behaviour of complex teams. The team model grounds the team attitude as the individual attitude of its member agents, which in turn is further divided into the attitudes and behaviours towards the various team attributes. In this paper a team problem solving methodology is also presented, which has the notion attitude and team cycle as its core to allow robust and coherent team behavior. It also shows how these various attitudes ultimately result into various team behaviors in a fire world. The application and implementation of this methodology to a virtual fire-fighting domain has revealed a promising prospect in developing problem solving team agents.
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4

Raes, Elisabeth, Anne Boon, Eva Kyndt, and Filip Dochy. "Measuring team learning behaviours through observing verbal team interaction." Journal of Workplace Learning 27, no. 7 (September 14, 2015): 476–500. http://dx.doi.org/10.1108/jwl-01-2015-0006.

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Purpose – This study aims to explore, as an answer to the observed lack of knowledge about actual team learning behaviours, the characteristics of the actual observed basic team learning behaviours and facilitating team learning behaviours more in-depth of three project teams. Over time, team learning in an organisational context has been investigated more and more. In these studies, there is a dominant focus on team members’ perception of team learning behaviours. Design/methodology/approach – A coding schema is created to observe actual team learning behaviours in interaction between team members in two steps: verbal contributions by individual team members are coded to identify the type of sharing behaviour and, when applicable, these individual verbal behaviours are build up to basic and facilitating team learning behaviours. Based on these observations, an analysis of team learning behaviours is conducted to identify the specific characteristics of these behaviours. Findings – An important conclusion of this study is the lack of clarity about the line of demarcation between individual contributions and learning behaviours and team learning behaviours. Additionally, it is clear that the conceptualisations of team learning behaviour in previous research neglect to a large extend the nuances and depth of team learning behaviours. Originality/value – Due to the innovative approach to study team learning behaviours, this study is of great value to the research field of teamwork for two reasons: the creation of a coding schema to analyse team learning behaviours and the findings that resulted from this approach.
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Irvine, D. M., P. Leatt, M. G. Evans, and G. R. Baker. "The Behavioural Outcomes of Quality Improvement Teams: The Role of Team Success and Team Identification." Health Services Management Research 13, no. 2 (May 2000): 78–89. http://dx.doi.org/10.1177/095148480001300202.

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This study investigates the relationship between hospital quality improvement (QI) team success and changes in empowerment, ‘organizational commitment, organizational citizenship behaviour’ (OCB) and job behaviour related to QI. Data were collected from administrative staff, healthcare professionals and support staff from four community hospitals. The study involved a field investigation with two data collection points. Structured questionnaires and interviews with hospital management were used to collect data on the study variables. High scores were observed for organizational commitment, OCB and job behaviour related to QI when individuals identified with teams that were successful. Low scores were observed when individuals identified with teams that were unsuccessful. Empowerment was positively related to job behaviour associated with QI. It is concluded that participation on QI teams can lead to organizational learning, resulting in the inculcation of positive ‘extra-role’ and ‘in-role’ job behaviour.
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6

H van Dun, Desirée, and Celeste P. M. Wilderom. "Improving high lean team performance through aligned behaviour-value patterns and coactive vicarious learning-by-doing." International Journal of Operations & Production Management 41, no. 13 (August 30, 2021): 65–99. http://dx.doi.org/10.1108/ijopm-11-2020-0809.

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PurposeWhy are some lean workfloor teams able to improve their already high performance, over time, and others not? By studying teams' and leaders' behaviour-value patterns, this abductive field study uncovers a dynamic capability at the team level.Design/methodology/approachVarious methods were employed over three consecutive years to thoroughly examine five initially high-performing lean workfloor teams, including their leaders. These methods encompassed micro-behavioural coding of 59 h of film footage, surveys, individual and group interviews, participant observation and archival data, involving objective and perceptual team-performance indicators. Two of the five teams continued to improve and perform highly.FindingsContinuously improving high lean team performance is found to be associated with (1) team behaviours such as frequent performance monitoring, information sharing, peer support and process improvement; (2) team leaders who balance, over time, task- and relations-oriented behaviours; (3) higher-level leaders who keep offering the team face-to-face support, strategic clarity and tangible resources; (4) these three actors' endorsement of self-transcendence and openness-to-change work values and alignment, over time, with their behaviours; and (5) coactive vicarious learning-by-doing as a “stable collective activity pattern” among team, team leader, and higher-level leadership.Originality/valueSince lean has been undertheorised, the authors invoked insights from organisational behaviour and management theories, in combination with various fine- and coarse-grained data, over time. The authors uncovered actors' behaviour-value patterns and a collective learning-by-doing pattern that may explain continuous lean team performance improvement. Four theory-enriching propositions were developed and visualised in a refined model which may already benefit lean practitioners.
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Oeij, Peter R. A., Steven Dhondt, and Jeff Gaspersz. "Mindful infrastructure as an enabler of innovation resilience behaviour in innovation teams." Team Performance Management 22, no. 7/8 (October 10, 2016): 334–53. http://dx.doi.org/10.1108/tpm-12-2015-0058.

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Purpose This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.
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8

Zaamout, Khobaib, and Ken Barker. "Towards Quantifying Behaviour in Social Crowdsourcing Communities." Proceedings of the AAAI Conference on Human Computation and Crowdsourcing 6 (June 15, 2018): 203–12. http://dx.doi.org/10.1609/hcomp.v6i1.13323.

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We analyze crowdsourcing communities by creating a detailed process for quantifying individual behaviour in online environments. The key feature of our communities is their social interactions so we call these social crowdsourcing communities (SCC). First, we derive factors based on actions captured about textual contributions. We interpret and name these factors. Then we demonstrate their utility in predicting the quality of team contributions. We capture the actions of members using measurable variables and perform factor analysis on these to produce factors of behaviour in SCCs (i.e. dimensions of behaviour). We derive factor scores for each member. An abstract notion of teams is used that is based on the social interactions. Team scores are then determined by the aggregation of the individual factor scores. The relationship between the team-level factor scores and the quality of contributions made by each team are then used as a proxy for team effectiveness. We found that member behaviour has three dimensions/factors: Impact, Activity, Policing/Rowdiness and there is a linear relationship between a team's contribution quality and their Impact scores. We also found a moderate negative linear relationship between the smallest Activity scores in each team with the quality of their individual contributions. This shows that teams that produce higher quality contributions tend to have higher total and maximum Impact score with lower levels of Activity. Thus, we demonstrate that properly aggregated behavioural factors can predict the quality of team-level contributions.
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9

Rebelo, Teresa, Isabel Dórdio Dimas, Paulo Renato Lourenço, and Ângela Palácio. "Generating team PsyCap through transformational leadership." Team Performance Management: An International Journal 24, no. 7/8 (October 8, 2018): 363–79. http://dx.doi.org/10.1108/tpm-09-2017-0056.

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Анотація:
PurposeThe purpose of this paper was to contribute to a deeper understanding of the effects of transformational leadership on team performance, examining the role of team psychological capital (team PsyCap) and team learning behaviours as intervening mechanisms in that relationship.Design/methodology/approachA quantitative study with a cross-sectional design was conducted. The sample was composed of 82 teams from 57 Portuguese companies. Hypotheses were tested through structural equation modelling.FindingsResults revealed that transformational leadership is positively related to team PsyCap, which, in turn, is positively related to team learning behaviours. Moreover, the study’s findings supported the indirect influence of transformational leadership on team performance, through the role played by team PsyCap and team learning behaviours.Originality/valueThis is the first study that considers the mediating role of team PsyCap and team learning behaviours in the relationship between transformational leadership and team performance. In this manner, the present research contributes to the body of research on leadership, highlighting the way through which leadership might translate into team performance. Moreover, it contributes also to the positive organisational behaviour literature, identifying both antecedents and consequents of team PsyCap. The study’s findings encourage organisations to develop ways of reinforcing transformational leadership behaviours and psychological capital among teams.
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PUSHPA, RANDHIR REGHUNATH, and MARY MATHEW. "COLLABORATIVE BEHAVIOUR OF SOFTWARE PRODUCT DEVELOPMENT TEAMS VARYING ON PRODUCT NEWNESS AS A SURROGATE MEASURE FOR INNOVATION." International Journal of Innovation Management 16, no. 04 (July 18, 2012): 1250019. http://dx.doi.org/10.1142/s1363919612003800.

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Анотація:
Product development (PD) has traditionally been a collaborative effort with the PD team having to interact with various entities within and outside its boundary. Depending on the context and the kind of product being developed, teams typically interact with other teams, vendors, academic institutions and end users. This paper analyses the collaborative boundary crossing behaviour of software PD teams and the role of newness of product developed. The boundaries have been classified as horizontal, geographical and value-chain. Measurement was done with the help of two sets of questionnaires, one, to map the entities in the environment of the PD team and newness of the product developed, and the other, to measure collaborative boundary crossing behaviours of the team. The study showed that teams had low level of collaboration and the boundaries influenced collaboration behaviour. The newness of the product was also found to influence collaboration.
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Більше джерел

Дисертації з теми "Team behaviour"

1

Widmann, Andreas [Verfasser], and Regina H. [Akademischer Betreuer] Mulder. "Team learning toward enhancing innovative work behaviour in vocational educator teams - The relationship between team learning conditions, team learning behaviours and team learning products over time / Andreas Widmann ; Betreuer: Regina H. Mulder." Regensburg : Universitätsbibliothek Regensburg, 2019. http://d-nb.info/1201160685/34.

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2

Mahembe, Bright. "The relationship between servant leadership, team commitment, team citizenship behaviour and team effectiveness : an exploratory study." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/4221.

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Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2010.
ENGLISH ABSTRACT: The work force has evolved immensely over the last decade. In a quest to remain competitive in the provision of consumer goods and services at the lowest possible economic cost, organisations have been compelled to adopt and adapt to the winds of change that have literally taken centre stage in the global market. The increased use of teams as production vehicles in today‟s workplace is one of the notable developments that deserve and justify further investigation. A study of the literature on teams revealed that leadership plays a crucial role in a team‟s dynamics, its survival and ultimate success. Therefore the overarching aim of the present study was to determine the manner in which leadership, specifically servant leadership, affects team effectiveness. In an attempt to answer this question, an explanatory structural model that purports to explicate the manner in which leadership affects team effectiveness was subsequently developed and tested. The study was conducted using primary and secondary school teachers from schools in and around Stellenbosch, in the Western Cape (South Africa). Each school was regarded as a team. Out of the 400 questionnaires distributed to the members of the teams, 201 (n=201) completed questionnaires were received comprising 29 teams. The respondents who participated in the study completed four questionnaires – joined together in one composite questionnaire. The four questionnaires constituting the composite questionnaire were: the rater version of the Servant Leadership Questionnaire (SLQ) of Barbuto and Wheeler (2006) - an SLQ self-report version also exists; the Team Commitment Survey of Bennett (1997); the slightly modified version of the Organisational Citizenship Behaviour Scale (OCBS) developed by Podsakoff and Mackenzie (1994) and the Team Effectiveness Questionnaire (TEQ) developed by Larson and LaFasto (1989). Item analyses were performed on each of the subscales using SPSS version 17. Thereafter, confirmatory factor analysis was performed on the measurement model. However, some of the subscales, specifically for team citizenship behaviour and team commitment appeared to be problematic. The proposed model was tested using structural equation modelling (SEM) via LISREL version 8.54. Overall, it was found that both the measurement and structural model fitted the data reasonably well. From the results obtained in this study it can be concluded that there is a very weak negative relationship between servant leadership and team effectiveness, while there is a significant positive relationships between servant leadership and team commitment, team commitment and team citizenship behaviour, and team commitment and team effectiveness. Team citizenship behaviour has a slightly strong inverse effect on team effectiveness. Furthermore, team commitment has been found to be a strong moderator in the relationship between servant leadership and team effectiveness. With the unique combined variables included in this study, the study can be seen as making a contribution to the existing theory and literature by explicating the findings with regard to the interrelationships between servant leadership, team commitment, team citizenship behaviour, and team effectiveness. However, referring back to the literature, this study was an attempt to help further some of these “emerging” organisational behaviour constructs. It should therefore be seen as investigative in nature and much more follow-up research in this domain is deemed necessary. This study stated its limitations but also made recommendations for possible future research avenues to be explored.
AFRIKAANSE OPSOMMING: Die wêreld-van-werk het heelwat verander oor die afgelope dekade. Om dus in die vraag na verbruikersgoedere en -dienste te voorsien en steeds mededingend te bly voortbestaan, teen die laagste ekonomiese koste, word organisasies genoodsaak om aan te pas en te verander soos wat internasionale markte voortdurend verander en voor uitgaan. Die toenemende aanwending van spanne as produksie-medium in vandag se werksplek is een van die ooglopende ontwikkelinge wat verdere ondersoek verdien en regverdig. Bestudering van die literatuur oor spanne het aan die lig gebring dat leierskap „n sleutelrol speel in spandinamika, „n span se oorlewing en uiteindelike suksesbereiking. Dus was die oorkoepelende doelwit van hierdie studie om die wyse te bepaal waarop leierskap – spesifiek dan, diensbare-leierskap – spaneffektiwiteit beïnvloed. In „n poging om hierdie vraagstuk aan te spreek, is daar gevolglik „n verklarende strukturele (vergelykings) model ontwikkel en getoets met die doel om meer lig te werp op die wyse waarop leierskap spaneffektiwiteit beïnvloed. „n Studie is uitgevoer deur van laerskool- en hoërskool-onderwysers van skole in en om Stellenbosch in die Wes-Kaap (Suid-Afrika) gebruik te maak. Elke skool is as ʼn spanbeskou. Uit die totaal van 400 vraelyste wat uitgestuur is, is 201 (n=201) voltooide vraelyste terug ontvang – wat 29 volledige spanne omvat het. Respondente wat aan hierdie studie deelgeneem het, moes vier vraelyste – wat deel uitgemaak het van een saamgestelde vraelys – voltooi. Die vier vraelyste wat deel uitgemaak het van die saamgestelde vraelys en gedien het om die 201 onderwysers se menings te verkry, het bestaan uit die beoordelaarsvorm van die Servant Leadership Questionnaire (SLQ) van Barbuto en Wheeler (2006) – daar is ook „n SLQ self beoordelingsvorm wat deur Barbuto en Wheeler ontwikkel is; die Team Commitment Survey van Bennett (1997); die effens aangepaste weergawe van die Organisational Citizenship Behaviour Scale (OCBS) wat ontwikkel is deur Podsakoff en Mackenzie (1994); en die Team Effectiveness Questionnaire (TEQ) van Larson en LaFasto (1989). Itemontledings is op elk van die subskale uitgevoer deur gebruik te maak van LISREL weergawe 17. Daarna is bevestigende faktorontleding op die metingsmodel uitgevoer. Sekere van die subskale het egter problematies voorgekom – spesifiek die subskale vir spangemeenskapsgedrag en spanbetrokkenheid. Die voorgestelde model is getoets deur middel van struktuurvergelykingsmodellering (SVM) aan die hand van LISREL weergawe 8.54. Oor die algeheel is bevredigende passings van beide die metingsmodel en die strukturele (vergelykings) model op die data verkry. Die resultate van die verskillende ontledings het getoon dat daar ‟n baie swak negatiewe verwantskap tussen diensbare leierskap en spaneffektiwiteit bestaan, terwyl beduidende positiewe verwantskappe gevind is tussen diensbare leierskap en spanbetrokkenheid, spanbetrokkenheid en spangemeenskapsgedrag, en, spanbetrokkenheid en spaneffektiwiteit. Spangemeenskapsgedrag het ‟n redelike sterk negatiewe verwantskap met spaneffektiwiteit getoon. Verder is daar bevind dat spanbetrokkenheid ʼn sterk modererende rol speel in die verwantskap tussen diensbare leierskap en spaneffektiwiteit. Gegewe die unieke kombinasie van konstrukte wat in hierdie studie ingesluit is, kan daar gesê word dat hierdie studie „n bydrae lewer ten opsigte van die bestaande teorie deur lig te werp op die verwantskappe tussen diensbare leierskap, spanbetrokkenheid, spangemeenskapsgedrag en spaneffektiwiteit. Tog, deur weer na die literatuur te verwys is dit belangrik om te benadruk dat hierdie studie beskou moet word as ʼn poging om hierdie “nuwe” ontluikende organisasiegedrag konstrukte verder te help uitbou. Juis om hierdie rede behoort hierdie studie as ondersoekend van aard geïnterpreteer te word en is opvolgnavorsing oor hierdie gebied nodig. Die studie stel sy beperkinge, maar maak ook aanbevelings vir verdere navorsingsgebiede wat potensieel ondersoek kan word.
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3

Hume, Andrew. "Indexing and behaviour modelling of team sports." Thesis, University of Leeds, 2012. http://etheses.whiterose.ac.uk/2302/.

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Анотація:
With the steady reduction in the price of storage, and increasing availability of high quality recording devices, much effort has been invested in investigating methods to index large collections of high dimensional datasets. Archives of sporting events are well represented within this set of large datasets. Most efforts to index sport related data have concentrated on the indexing of collections of audio/video data. This thesis presents and evaluates several novel methods to index football matches based on the underlying trajectory of the ball and players, rather than the raw video. This allows for the potential of very expressive indexing systems. The second strand of this thesis explores the use of the underlying trajectory data to build behavioural models of players. A promising hierarchical approach is undertaken, whereby the behaviour of individual players is influenced by the cliques of players they associate with, as well as the team as a whole. Although both the indexing and behavioural modelling aspects of this thesis use data from football as the basis for the work, in principle the approaches taken are general enough to apply to any team based game.
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4

Hou, Yan. "From biological group behaviour to underwater vehicle team cooperation." Thesis, University of Southampton, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.445498.

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5

Mann, G. S. "Trainer assumptions and behaviour in a programme of team development." Thesis, University of Manchester, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.375075.

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6

Aitken, Paul. "The relationships between personal values, leadership behaviour and team functioning." Thesis, Henley Business School, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.426236.

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Johnson, Phyllis. "A study of cognition and behaviour in top management team interaction." Thesis, Cranfield University, 1998. http://hdl.handle.net/1826/1120.

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Анотація:
This thesis is concerned with strategy development processes in top management teams. It focuses on an explanation of consensuality in these teams; in particular, collectivc cognition and its relationship to convergent behaviour. Four different explanations of the nature of collective cognition and its rdationship to convergent behaviour were established in a review of the extant literature. These explanations were operationalised in the lorm of four propositions that wcre tested using a progressive case study design. In total three case studies were conducted. The first case, University Business School, was used as a pilot and helped to generate a more concrete operationalisation of three of the four. propositions. These were then examined and refined in a second case study; Colour Scheme. The third and final case, Construct Chemicals, was conducted longitudinally over time and tested these relined propositions. In all of the cases, data was collected in a similar way. That is, tcam members were intcrviewcd both belore and after importl1nt strategy development meetings. During these interviews, team members' views about their strategic issue were approximated using a cognitive mapping technique. Other additional data were also collectedl1t this time. The behaviour exhibited during team meetings was observed and discussions tape recorded. In the first two cases, only one meeting was attended, whereas in the tinal case four meetings were attended. These qualitative data were analysed to ascertain the presence and nature of collective cognition in the teams and to explore the extent to which this collective or indeed individual cognition was retlected in the behaviour observed in the team environment during periods of strategy development. It was established that in the organisations studied, collective cognition existed in various forms within dyads or subgroups within the top teams. However, several context dependent contingent variables were found to affect the development of collective cognition in the teams. Equally, a range or context specific contingencies mediated the relationshipbetween cognition and behaviour in the top team environment. All of these variables were built into a complete framework that represented the data collected.
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8

Pratt, Jeanne Marie. "Professional identity in a multi-agency team." Thesis, Durham University, 2012. http://etheses.dur.ac.uk/4439/.

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Although multi-agency working isn’t a new concept, the previous Labour government encouraged professionals and services to work collaboratively and in partnership to address issues of social exclusion, poverty and deprivation in order to provide support and interventions to children, young people and their families. As a result, a range of initiatives and programmes under the banner of multi-agency working were developed in health, education and social services aimed at addressing these issues. One such initiative was the development of the multi-agency Behaviour and Education Support Teams (BEST). Previous research into multi-agency working has tended to focus on the structural development of the multi-agency service, including the barriers and benefits to multi-agency working. Less research has been undertaken on the perceptions, experiences and views of the individuals working within those multi-agency teams. Using a grounded theory approach this thesis explores the perceptions and experiences of individuals working in a multi-agency team, considering the impact multi-agency working has had on individual team members, their interactions with one another and selected school staff, co-located within a secondary school. In analysing the data (content analysis, observations and semi-structured interviews) the use of a qualitative research methodological approach has enabled the research to identify an emerging category of professional identity and three properties; roles and responsibilities, knowledge and skills and terminology. Running through the discussion of each of these three properties is the issue of co-location. The research will draw on examples taken from the data to illustrate and to inform throughout. Using Wenger’s (1998) ‘communities of practice’ as a theoretical framework, this research then considers the emerging theme of professional identity and how multi-agency teams and selected school staff negotiate the experience of self [identity]. Finally the research asks and answers the question ‘Is BEST a ‘community of practice’?
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Tarr, Benjamin. "Athletes behaving badly. Team identification and the off-field behaviour of athletes: Effects on consumer intention in traditional and non-traditional sporting contexts." Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/202712/1/Benjamin_Tarr_Thesis.pdf.

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This research extends team identification and social identity theory by investigating whether fans react differently to off-field athlete behaviours based on their support for teams in traditional or non-traditional sporting leagues. The data from three independent samples indicates that prosocial and antisocial off-field athlete behaviour significantly influences consumer intention in a non-traditional setting, with results indicating the less identified a person is with their team the more susceptible they are to off-field athlete behaviour changing their consumer intention levels. Conversely the off-field behaviour of athletes did not significantly impact consumer intention among the traditional participants.
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Clack, Katinka. "Empowering leadership and safety behaviour in extreme work environments." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/62690.

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Research purpose The purpose of this study is to examine the extent to which both employees and leaders in extreme environments perceive the same levels of safety participation. Furthermore, this study examines the association between empowering leadership and team performance as well as empowering leadership and safety participation. Research design, approach and methods This study follows a quantitative approach as its main purpose is to establish relationships between constructs. As such, correlations and multiple regression analyses were conducted. Convenience sampling was applied to obtain the data. Firefighters and their immediate line officers (lieutenants) were surveyed. Five fire departments in small to medium cities were chosen in the Great Lakes and south-eastern regions in the United States (US). Questionnaires were distributed to 263 firemen, of which 186 were firefighters and 78 were their line officers/lieutenants. Main findings Results indicated that a positive association does not exist between firefighters' perceptions of safety participation and their leaders' perception of safety participation when control variables are added. Therefore, no significant relationship exists between firefighters' perceptions of safety participation and their leaders' perception of safety participation. Furthermore, the results also showed a positive association does not exist between empowering leadership and safety participation when control variables are added. Consequently, no significant relationship exists between firefighters' reports of empowering leadership and lieutenants' reports of safety participation. Lastly, regarding empowering leadership and team performance, the results did not support a direct relationship between these two constructs. Limitations The results should be interpreted bearing in mind that they are applicable to the United States of America and may not be generalised to the South African context. Additionally, very little research has been conducted on empowering leadership and safety behaviour in extreme environments, and therefore the literature review was limited to other organisational environments. Lastly, only three cultural groups (White, Black and Hispanic) and only men participated in this study, so results may not be generalisable to other demographic groups. The study was only positioned in extreme environments, specifically in firefighting, therefore it is unclear whether the results can be generalised to other work environments. Future Research It is suggested that this study is replicated, firstly because little research has been done in extreme environments but, secondly, that it also be specifically replicated in South Africa. Indicated by the data, a lieutenant's age has a positive association with how he perceives his team's safety participation. This could be due to various reasons. For example, the more experienced the lieutenant the more comfortable he gets towards the extreme environment. Lastly, it is suggested that research is conducted to determine other leadership styles which could be effective in extreme environments. Conclusion Insight was given into the empowering leadership style in terms of team performance and safety behaviour. Furthermore, the relation between firefighters' perceptions of safety participation and their leaders' perceptions of safety participation was not confirmed.
Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
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Книги з теми "Team behaviour"

1

Great Britain. Policy Action Team 8. Report of Policy Action Team 8: Anti-social behaviour. Norwich: Stationery Office, 2000.

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Jon, Bowen. Behaviour problems in small animals: Practical advice for the veterinary team. Edinburgh: Elsevier Saunders, 2005.

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Lewis, John. A family support team for young persons with severe learning difficulties and challenging behaviour. (Ipswich): Suffolk County Council Social Services Department, 1988.

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Barry, Groom, ed. A team approach to behaviour management: A training guide for SENCOs working with teaching assistants. London: Paul Chapman Pub., 2004.

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5

Watson, Geoffrey G. Approach-avoidance behaviour in team sports: A study of personality and small group behaviour within the Australian men's senior and junior hockey squads. Parkside, Australia: Australian Council for Health, Physical Education and Recreation, 1986.

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Watson, Geoffrey G. Approach-avoidance behaviour in team sports: A study of personality and small group behaviour within the Australian men's senior and junior hockey squads. Parkside, Australia: Australian Council for Health, Physical Education and Recreation, 1986.

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7

J, Schilling Don, ed. Measuring team performance: A step-by-step, customizable approach for managers, facilitators, and team leaders. San Francisco: Jossey-Bass, 2000.

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Lewis, John. A community support team for young persons with a severe mental handicap, who exhibit very challenging behaviour. Ipswich: Suffolk County Council, 1987.

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9

Reed, Suzanne Elizabeth. A comparison of nurse related behaviour, philosophy of care and job satisfaction in team and primary nursing. Wolverhampton: Wolverhampton Polytechnic, 1987.

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Utilizing self-managing teams: Effective behavior of team leaders. New York: Garland Pub., 1998.

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Частини книг з теми "Team behaviour"

1

Cartwright, Roger. "Team behaviour." In Mastering Team Leadership, 27–40. London: Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-349-91440-1_3.

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Funk, Daniel C., Kostas Alexandris, and Heath McDonald. "Sport team identification." In Sport Consumer Behaviour, 229–45. 2nd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003092537-14.

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Chell, Elizabeth. "Team Building." In The Psychology of Behaviour in Organizations, 107–27. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22939-0_5.

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Chell, Elizabeth. "Team Building." In The Psychology of Behaviour in Organizations, 110–31. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1007/978-1-349-18752-2_5.

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Ebermann, H. J., and J. Scheiderer. "Leadership and Team Behaviour." In Human Factors on the Flight Deck, 165–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31733-0_7.

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Uhrich, Sebastian. "Consumer Behaviour in Team Sports." In Management for Professionals, 125–40. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-56495-7_7.

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Ben-Hafaïedh, Cyrine, and Tiago Ratinho. "Entrepreneurial Behaviour and Effectuation: An Examination of Team Formation Processes." In Entrepreneurial Behaviour, 91–118. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-04402-2_5.

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Meaden, Alan, Andrew Fox, and Henna Hussain. "Understanding Risk and Problematic Behaviour in Psychosis." In Team-Based Shared Formulation for Psychosis, 4–15. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003082811-2.

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Weingart, Laurie, and Karen A. Jehn. "Manage Intra-team Conflict through Collaboration." In The Blackwell Handbook of Principles of Organizational Behaviour, 235–47. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164047.ch16.

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Hedges, Stephanie. "Behaviour management and modification." In Practical canine behaviour: for veterinary nurses and technicians, 113–33. Wallingford: CABI, 2021. http://dx.doi.org/10.1079/9781789246810.0009.

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Тези доповідей конференцій з теми "Team behaviour"

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Alberola, Juan M., Elena Del Val Noguera, Alberto Palomares-Chust, and Maria Dolores Teruel. "BEHAVIOUR AND PERSONALITY IN TEAM DYNAMICS." In 12th International Technology, Education and Development Conference. IATED, 2018. http://dx.doi.org/10.21125/inted.2018.1368.

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Zhivkov, Tsvetan, Eric Schneider, and Elizabeth I. Sklar. "Establishing Continuous Communication through Dynamic Team Behaviour Switching." In 2nd UK-RAS ROBOTICS AND AUTONOMOUS SYSTEMS CONFERENCE, Loughborough, 2019. UK-RAS Network, 2019. http://dx.doi.org/10.31256/ukras19.22.

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A, J., and W. B. M. D. BASNAYAKE. "The Effect of a Team s Knowledge Management Practices on Team Performance Evidence from Sri Lankan Software Development Companies and Business Process Outsourcing Companies." In Sixth International Conference On Advances In Economics, Social Science and Human Behaviour Study - ESSHBS 2017. Institute of Research Engineers and Doctors, 2017. http://dx.doi.org/10.15224/978-1-63248-120-7-44.

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Singer, Carey, and Jeffrey Bagraim. "DOES STUDENT TEAM LEADERSHIP MAKE A DIFFERENCE TO SOCIAL LOAFING BEHAVIOUR IN UNDERGRADUATE STUDENT TEAMS?" In 14th International Technology, Education and Development Conference. IATED, 2020. http://dx.doi.org/10.21125/inted.2020.2315.

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Sabelli, Martha. "Old women and tablets: information behaviour in unfavourable contexts and social mediators." In ISIC: the Information Behaviour Conference. University of Borås, Borås, Sweden, 2020. http://dx.doi.org/10.47989/irisic2007.

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Introduction. In Uruguay, the Ibirapitá Plan provides a tablet for every low-income retired woman. That motivated the research of old women’s information behaviour related to access and use of inclusive information for overcoming their disinformation. This work has the following purposes: (i) contributing to research focused on knowing and interpreting the role of social mediators and old women in the processes of access, search and appropriation of information using the Plan’s tablets; (ii) investigating users' needs of local information; and, (iii) offering such information in a participatory design of a digital solution for tablets by an interdisciplinary team. Methods. A mix of methods was applied using a questionnaire and mainly qualitative methods: in-depth interviews with qualified informants and trainers, observation of tablet-distribution workshops, focus groups and validation workshops of the digital solution designed for tablets applied in two capital cities and two small towns with the collaboration of community organisations. Analysis of the results.The analysis of the results is presented according to five dimensions of analysis and the questions that the research seeks to respond to. Discussion and conclusion. The affirmations and experiences raised regarding the technological device open a wide range of challenges to overcome and learning opportunities both for tablet users and for the production, content management and future designs of search interfaces.
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Hidayat, Rais, Karantiano Sadasa Putra, and Yuyun Elizabeth Patras. "Improving Team Cohesiveness Based on Perspective of Self-efficacy and Leadership Behaviour." In 2nd Asian Education Symposium. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007303303080312.

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Sherstiuk, Olha, Oleksii Kolesnikov, and Dmytro Lukianov. "Team Behaviour Model as a Tool for Determining the Project Development Trajectory." In 2019 IEEE International Conference on Advanced Trends in Information Theory (ATIT). IEEE, 2019. http://dx.doi.org/10.1109/atit49449.2019.9030497.

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Smerdov, Anton, Anastasia Kiskun, Rostislav Shaniiazov, Andrey Somov, and Evgeny Burnaev. "Understanding Cyber Athletes Behaviour Through a Smart Chair: CS:GO and Monolith Team Scenario." In 2019 IEEE 5th World Forum on Internet of Things (WF-IoT'19). IEEE, 2019. http://dx.doi.org/10.1109/wf-iot.2019.8767295.

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Hou, Yan, and Robert Allen. "Behaviour-based Rules with Fuzzy Logic Controlled Priority Weights in Multi-UUVs Team Cooperation." In OCEANS 2007 - Europe. IEEE, 2007. http://dx.doi.org/10.1109/oceanse.2007.4302385.

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Putnik, Zoran, Mirjana Ivanović, Zoran Budimac, and Klaus Bothe. "Analysis of students' behaviour based on participation and results achieved in Wiki-based team assignments." In the 6th Balkan Conference in Informatics. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2490257.2490277.

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Звіти організацій з теми "Team behaviour"

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Knox, Sally, Kïrsten Way, and Alex Haslam. Are identity leadership and shared social identity associated with the highly reliable behaviour of military personnel? Protocol for a systematic review. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, May 2022. http://dx.doi.org/10.37766/inplasy2022.5.0063.

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Review question / Objective: Are identity leadership and shared social identity associated with the highly reliable behaviour of military personnel? Information sources: Searches will be conducted in the following databases: PsychInfo, Web of Sciences, Proquest Social Science Database, PTSDpubs, PubMed, Business Source Complete, and SCOPUS. To ensure literature saturation, the eligible papers and reviews identified through the search will be used for reference mining. A bibliography of the eligible papers will be circulated to the systematic review team and social identity experts identified by the team to ensure all relevant material has been captured.
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Clark, Louise. The Diamond of Influence: A Model For Exploring Behaviour in Research to Policy Linkages. Institute of Development Studies (IDS), November 2020. http://dx.doi.org/10.19088/apra.2020.011.

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This learning paper presents an initial analysis of the emerging research to policy linkages within the Agricultural Policy Research in Africa (APRA) programme of the Future Agricultures Consortium, which is funded by the Foreign, Commonwealth & Development Office (FCDO). APRA has an innovative monitoring, evaluation and learning approach known as the ‘Accompanied Learning on Relevance and Effectiveness’ (ALRE), which is being delivered by a small team of embedded evaluation specialists. This paper discusses how ALRE has applied the COM-B (Capability, Opportunity, Motivation and Behaviour) (Mayne 2018; Mayne 2016; Michie, van Stralen and West 2011) model of behaviour change to explore the interactions and influencing strategies between researchers and policymakers in the context of agricultural policy research in Africa. These insights have produced the Diamond of Influence, a new ALRE-adapted model, which applies each of the COM-B elements to discuss the different aspects of research to policy processes, drawing on examples of how researchers in each of the APRA focus countries (Ethiopia, Ghana, Malawi, Nigeria, Tanzania and Zimbabwe) are engaging in policy spaces.
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Lucas, Brian. Behaviour Change Interventions for Energy Efficiency. Institute of Development Studies, September 2022. http://dx.doi.org/10.19088/k4d.2022.138.

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Behavioural interventions are policies and programmes that incorporate insights from scientists who study human behaviour (such as psychology and behavioural economics), with the aim of encouraging socially desirable behaviours by removing barriers and creating incentives or disincentives (Cornago, 2021). Very few behavioural interventions for energy efficiency have been documented in Eastern Europe and the Western Balkans, and none in North Macedonia. The limited experience that has been documented in the region consists of a few small trials which used behavioural principles to inform households about approaches to energy conservation, but none of these trials have demonstrated a significant effect on behaviour. Behavioural interventions have been widely used elsewhere in the world, particularly in North America, Western Europe, and Australia, and there are many studies evaluating their impacts in these regions (Andor & Fels, 2018, p. 182). This report focuses primarily on household energy efficiency, and particularly on the most widespread and well-documented interventions, which are those related to providing feedback on energy consumption and labelling consumer goods. Although behavioural interventions have been shown to produce significant impacts and to be cost-effective in many situations, the available evidence has some limitations. Many examples that have been documented are small-scale trials or pilot projects; large-scale, institutionalised policy interventions based on behavioural insights are rare (Users TCP and IEA, 2020, p. 22). In many studies, experiments with small sample sizes and short durations show larger impacts than larger and longer-term studies, suggesting that pilot studies may over-estimate the savings that might be achieved by large-scale programmes (Andor & Fels, 2018, p. 182; Erhardt-Martinez et al., 2010, p. iv). The amount of energy saved by behavioural interventions is often fairly small and varies widely from one programme to another, suggesting that the effectiveness of these interventions may be highly dependent on local context and on details of design and implementation. Finally, many studies rely on participants reporting their intentions, and on hypothetical rather than actual purchasing decisions, and some studies have found a divergence between stated intentions and actual behaviour (Grünig et al., 2010, p. 41; Users TCP and IEA, 2020, pp. 75–76; Yang et al., 2015, pp. 21–22).
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Sterling, Bruce S., and Chuck H. Perala. Team Mental Model and Team Behavior as a Function of Interface Modality. Fort Belvoir, VA: Defense Technical Information Center, March 2006. http://dx.doi.org/10.21236/ada444487.

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Morgan, Ben B., Glickman Jr., Woodard Albert S., Blaiwes Elizabeth A., Salas Arthur S., and Eduardo. Measurement of Team Behaviors in a Navy Environment. Fort Belvoir, VA: Defense Technical Information Center, November 1986. http://dx.doi.org/10.21236/ada185237.

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Nelson, Charles, and Andrew Siegel. Long-Term Behavior of Yield Curves. Cambridge, MA: National Bureau of Economic Research, January 1986. http://dx.doi.org/10.3386/w1789.

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Frosch, Robert, and Matthew Lovell. Long-Term Behavior of Intregral Abutment Bridges. Purdue University, 2011. http://dx.doi.org/10.5703/1288284314640.

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Bermingham, Rowena, and Helle Abelvik-Lawson. Stalking and Harassment. Parliamentary Office of Science and Technology, December 2018. http://dx.doi.org/10.58248/pn592.

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Stalking and harassment both involve any repeated behaviour that would cause alarm, distress or fear of violence in a victim. Common stalking or harassment behaviours include unwanted contact online or in person, following a victim, and interfering with property. Stalking is characterised by a perpetrator’s fixation or obsession and can have long-term psychological and social effects on a victim. Stalking also has the potential to escalate to other crimes, such as sexual assault or murder. This POSTnote describes stalking and harassment before presenting evidence on the effectiveness of approaches to identifying, preventing and prosecuting these crimes.
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Ebert, W. L., and J. K. Bates. Long-term corrosion behavior of environmental assessment glass. Office of Scientific and Technical Information (OSTI), April 1996. http://dx.doi.org/10.2172/215838.

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Oser, Randall L., G. A. McCallum, Eduardo Salas, Ben B. Morgan, and Jr. Toward a Definition of Teamwork: An Analysis of Critical Team Behaviors. Fort Belvoir, VA: Defense Technical Information Center, March 1989. http://dx.doi.org/10.21236/ada212454.

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