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This article compares the factors that affect groups of students working to complete assigned class projects and people working together in the workplace. Similar factors characterize successful teamwork whereever it occurs, just as similar factors characterize unsuccessful efforts. Highlighted here are differences between post‐secondary classrooms and workplace teams. The main purpose is for college and university instructors to recognize these differences and alter their expectations of teamwork by students accordingly.

Forces of international competition and innovations within organizations have led to the development of employee involvement programmes, including self‐managing work teams. The widespread use of such programmes poses special problems for human resource management. Outlines how the human resource management process and the role of the HRM professional can be changed to increase the effectiveness of self‐managing work teams.

Argues that teamworking is often portrayed as a panacea for a host of organizational problems. Reports that many modern managerial practices stress the importance of human resources and encourage movement away from the traditional individualistic approaches. Contends that effective teamworking requires relevant organizational systems and practices rather than those which were designed for the employment of individuals.

The purpose of this study was to examine the impact of action learning programs on individual performance improvement and career progression in a large banking sector organization in the UAE.

A conceptual model was proposed and measured the outcomes of the action learning program variables in a public sector bank in the UAE. A total of 106 employees of the organization who had participated in a certified management program (CMP) have responded to the survey.

The outcomes of action learning program variables, such as self-efficacy, teamwork and performance management, were found to have an influence significantly on individual performance improvement.

As the current study was focused on banking sector only, similar studies from other industries/sectors (e.g. trading, services, etc.) can be taken up for further research by including antecedents and consequences of participants of action learning programs.

This study could offer specific guidance to managers as to how and what type of education and learning programs to be provided to their team members for competency development and career progression.

As the UAE economy is growing and population staying in the region is becoming multicultural, there is an ample need for managers to foster learning and education environment in various organizations to change culture and managerial practices toward achieving organizational objectives.

The study is original and provides value and direction for managers and senior management on talent development processes.

This study investigates the relationships between team dynamics and performance in healthcare operations. Specifically, it explores, through wearable sensors, how team coordination mechanisms can influence the likelihood of surgical glitches during routine surgery.

Breast surgeries of a large Italian university hospital were monitored using Sociometric Badges – wearable sensors developed at MIT Media Lab – for collecting objective and systematic measures of individual and group behaviors in real time. Data retrieved were used to analyze team coordination mechanisms, as it evolved in the real settings, and finally to test the research hypotheses.

Findings highlight that a relevant portion of glitches in routine surgery is caused by improper team coordination practices. In particular, results show that the likelihood of glitches decreases when practitioners adopt implicit coordination mechanisms rather than explicit ones. In addition, team cohesion appears to be positively related with the surgical performance.

For the first time, direct, objective and real time measurements of team behaviors have enabled an in-depth evaluation of the team coordination mechanisms in surgery and the impact on surgical glitches. From a methodological perspective, this research also represents an early attempt to investigate coordination behaviors in dynamic and complex operating environments using wearable sensor tools.

It is increasingly important for organizations to respond effectively and promote positive outcomes under adverse and unstable conditions. Resilience is salient because reflects the dynamic process that enables successful results under stressful conditions. The purpose of this paper is to investigate the potential role of team resilience as the psychological mechanism that explains how job demands and job social resources are related to and enhance team performance.

Self-reported questionnaires were distributed to 1,633 employees, nested in 275 teams from 52 Spanish small and medium enterprises. Aggregated scores were employed for a team-level structural equation modeling analysis.

Results support a partial mediation model in which job social resources affect team resilience, and in turn impact team performance. No significant effects were found for job demands affecting team resilience. However, the demands×resources interaction influences team resilience, and thus the impact of resources on team resilience was attenuated by demands. In the same way, the demands×resources interaction influences team performance.

Job social resources are related to team performance, but team resilience is a significant mediator. Further research should investigate the effects of different job demands on team resilience.

The results suggest that managers should focus on developing job social resources to augment team resilience and team performance.

Managers could benefit from understanding how team resilience could be developed, given that team resilience aids to achieve positive team outcomes.

To assess how team working processes at the Volvo‐Ghent car plant in Belgium could evolve following the purchase of Volvo by Ford and the intention to vastly increase production from the year 2004.

Doctoral research on work organization in Belgian car assembly plants, an assignment of the Flemish government to provide scientific back‐up for a “round table” on the car assembly industry, and an interview with a key respondent, responsible for personnel relations in the case study plant.

They discuss the challenge to the Belgian car plant's distinctive model of teamwork, which it has established over the last decade, by its biggest‐ever expansion (plans to double its production capacity in 2004) and by the new ownership of Ford. The explanations and descriptions of the effectiveness of various teamwork models are given in considerable textual and diagrammatic detail, and are applied to an assessment of the sustainability of team working at the Ghent plant.

The extent to which the plant is able to limit regression of the teams on the process dimension is crucial for upholding its structurally progressed “third way” in teamwork within the Ford group.

The explanations and descriptions of the effectiveness of various teamwork models are given in considerable textual and diagrammatic detail, and are applied to an assessment of the sustainability of team working at the Ghent plant.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The main finding was that the measurement of experienced levels of various components of HPWS in work teams predicted performance – including productivity, quality of service and innovativeness – at both team and individual level.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to check the veracity of educators’ apprehensions about peer assessments by comparing them with the actual peer assessment scores. It also explores the levels of satisfaction and current usage of peer assessment tools among educators.

The first phase of this study aims at providing insights into the educators’ apprehensions, their satisfaction and usage levels of peer assessments. The second phase involves analysis of peer assessment scores of 539 students in 117 teams. Findings from statistical analysis of peer assessment scores are compared against the apprehensions of educators.

The results do not support the apprehensions among educators about peer assessments. Findings on the usage, satisfaction levels of educators and their future intentions of using peer assessments are also presented in this paper.

Studies with larger sample size, qualitative in-depth research on experiences, designs and conditions of successful peer assessments and studies based on users’ experiences of peer assessments will help in getting richer insights in this area.

Results of this study indicate a need for educators to shed their apprehensions and adopt online or offline peer assessments tools with trust and confidence.

This study is important due to the existence of contrary views, inconsistent results and lack of adequate familiarity about the use, efficacy and practice of peer assessments. Though previous studies have tried to establish the reliability of peer assessments, this study finds that educators are still apprehensive about peer assessments. This is a unique study as no previous research has attempted a comparative study to check the veracity of the apprehensions of educators about peer assessments using the actual peer assessment scores.