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Multi-robot coalition formation (MRCF) refers to the formation of robot coalitions against complex tasks requiring multiple robots for execution. Situations, where the robots have to participate in multiple coalitions over time due to a large number of tasks, are called Time-extended MRCF. While being NP-hard, time-extended MRCF also holds the possibility of resource deadlocks due to any cyclic hold-and-wait conditions among the coalitions. Existing schemes compromise on solution quality to form workable, deadlock-free coalitions through instantaneous or incremental allocations.

This paper presents an evolutionary algorithm (EA)-based task allocation framework for improved, deadlock-free solutions against time-extended MRCF. The framework simultaneously allocates multiple tasks, allowing the robots to participate in multiple coalitions within their schedule. A directed acyclic graph–based representation of robot plans is used for deadlock detection and avoidance.

Allowing the robots to participate in multiple coalitions within their schedule, significantly improves the allocation quality. The improved allocation quality of the EA is validated against two auction schemes inspired by the literature.

To the best of the author's knowledge, this is the first framework which simultaneously considers multiple MR tasks for deadlock-free allocation while allowing the robots to participate in multiple coalitions within their plans.

The use of teams in organizations given the current trend toward globalization, population changes, and an aging workforce, especially in high‐income countries, makes the issue of diverse team building critical. The purpose of this paper is to explore the issue of team diversity and team performance through the examination of theory and empirical research. Specifically, the paper seeks to answer the question: “How might individuals with diverse characteristics such as culture, age, work experience, educational background, aptitude and values, become successful team members?”.

A review of theories that are pertinent to individual differences and team formation, including social identity theory, mental models, inter contact theory, social comparison theory, and chaos theory, was conducted. Team formation and diversity literature were reviewed to identify ways of developing diverse and effective teams.

It is a truism that working together in teams is a smart way of achieving organizational performance goals. This paper discusses the theories, research and practices that underlie the development of efficient and effective teams. It demonstrates that recognizing the underlying individual differences, mental models, and assumptions that team members bring to the organization can help build teams that are able to overcome dysfunctional barriers and ensure performance improvement of the individuals, teams and organizations.

The approach used to review the literature is a limitation of this study as the authors may have missed a discussion surrounding an important concept or theory related to team diversity and performance.

Human resource development interventions that target team building, team work and team learning include modules that raise awareness of the perspectives of team members' individual differences and appropriateness of actions. Training at the team level should focus on the interaction between factors that shape the identity of individuals. Procedures and work design systems should be redesigned to insure that the development of strong and functional teams is supported from a holistic and organizational perspective.

This paper highlights diversity issues related to individual differences that underlie team formation and suggests strategies needed to develop effective teams.

The purpose of this paper is to present a novel approach to coordination of multi‐agent teams, and in particular multi‐robot teams. The new approach is based on models of organisational sociology, namely the concept of social networks. The social relationships used in the model that is presented in this paper are trust and kinship relationships, but modified for use in heterogeneous multi‐robot teams.

The coordination of a robot team is achieved through task allocation. The proposed task allocation mechanism was tested in the multi‐robot team task allocation simulation.

The social networks‐based task allocation algorithm has performed according to expectations and the obtained results are very promising. Some intriguing similarities with higher mammalian societies were observed and they are discussed in this paper. The social networks‐based approach also exhibited the ability to learn and store information using social networks.

The research focused on simulated environments and further research is envisaged in the physical environments to confirm the applicability of the presented approach.

In this paper, the proposed coordination was applied to simulated multi‐robot teams. It is important to note that the proposed coordination model is not robot specific, but can also be applied to almost any multi‐agent system without major modifications.

The paper emphasizes applicability of considering multi‐robot teams as socially embodied agents. It also presents a novel and efficient approach to task allocation.

The purpose of this work is to illustrate the processes involved in managing teams in order to assist designers and developers to build software that support teamwork. A deeper investigation into the role of team analytics is discussed in this article.

Many researchers over the past several decades studied the success factors of a team. Despite many efforts, there is still no consensus on how a team should ideally be formed. Consequently, how one decides to form teams in a class depends on the domain, classroom context and pedagogical objectives. Therefore, software used to support an instructor in forming teams must be flexible enough to accommodate a variety of use cases and support the users throughout the lifecycle of teamwork. In this work, the author proposes a framework for designing general-purpose team management software. The author reviews existing team formation software and focuses specifically on opportunities for advancing research in team analytics.

In this context, the author identifies four areas of research opportunities for team analytics.

Lastly, the author proposes a series of research questions (RQs) and discusses the pedagogical, design, technical and social challenges involved.

We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a multicultural team's shared schema that contains not only team and task knowledge, but also a shared set of beliefs, values, and norms grounded in the national cultures of the team members. We develop a typology to distinguish third culture schema form on two dimensions: third culture strength and third culture content. We then propose both team process and team composition variables that influence the emergence of these different forms. Furthermore, we use social identity formation and sensemaking mechanisms to propose the effects of these third culture forms on team performance.

This study aims to gain a deeper understanding of the industry practice to guide the formation of support tools with a rigorous theoretical backing. Cross-functional teams are an essential component in new product development (NPD) of complex products to promote comprehensive coverage of product design, marketing, sales, support as well as many other activities of business. Efficient use of teams can allow for greater technical competency coverage, increased creativity, reduced development times and greater consideration of ideas from a variety of stakeholders. While academics continually aspire to propose methods for improved team composition, there exists a gap between research directions and applications found within industry practice.

Through interviewing product development managers working across a variety of industries, this paper investigates the common practices of team utilization in an organizational setting. Following these interviews, this paper proposes a conceptual two-dimensional management support model aggregating the primary drivers of team success and providing direction to systematically address features of team management and composition.

Based on this work, product managers are recommended to continually address the positioning of members throughout the entire NPD process. In the early stages, individuals are to be placed to work on project components with explicit consideration toward the perceived complexity of tasks and individual competency. Throughout the development process, individuals’ positions vary based on new information while continued emphasis is placed on maintaining a shared understanding.

Bridging the gap between theory and application within product development teams is a necessary step toward improved product develop. Industrial settings require practical solutions that can be applied economically and efficiently within their organization. Theoretical reflections postulated by academia support improved team design; however, to achieve true success, they must be applicable when considering product development.

In a soccer robot game, the environment is highly competitive and dynamic. In order to work in the dynamically changing environment, the decision‐making system of a soccer robot system should have the features of flexibility and real‐time adaptation. The purpose of this paper is to focus on the middle‐size soccer robot league (MSL) and present new hierarchical hybrid fuzzy methods for decision making and action selection of an MSL robot.

In this paper, new hierarchical hybrid fuzzy methods for decision making and action selection of a robot in MSL are presented. First, the behaviors of an agent are introduced, implemented and classified in two layers, the low‐level behaviors and the high‐level behaviors. In the second layer, a two‐phase mechanism for decision making is introduced. In phase one, some useful methods are implemented which check the robot's situation for performing required behaviors. In the next phase, the team strategy, team formation, robot's role and the robot's positioning system are introduced. A fuzzy logical approach is employed to recognize the team strategy and furthermore to tell the player the best position to move.

This methodology was implemented on the ADRO RoboCup Team and ADRO team performance 2008 was compared with its previous version 2007. The results showed the success of this methodology; the team performance in coordination and collaboration highly improved; in fact, the players switched their strategic area smoothly as the team strategy changed in a reasonable manner, the robots carried out the high‐level behaviors much more efficiently and the final results were enhanced significantly.

This paper is a result of the authors' original research work in the field of autonomous robot‐middle size soccer robot, supported by Islamic Azad University – Khorasgan Branch, Isfahan, Iran.

The purpose of this paper is to validate a list of key indicators (KIs) of team integration identified from construction management literature, identify the most significant KIs and provide suggestions on how to influence team integration, based on the opinion of an established construction peer group in New Zealand.

A literature review was conducted to identify and consolidate a set of KIs of team integration. Subsequently, a set of questions was designed to gain insight and opinion in terms of the significance and ranking of the identified indicators, as well as suggestions on how to influence the integration practice.

Analysis of the survey results showed that all relevant indicators have a strong influence towards determining the success of team integration in construction projects. The top-ranked indicators that contribute towards successful team integration are all relationship orientated as follows; single team focus on goals and objectives, trust and respect, commitment from top management, free flow communication and no blame culture. A framework for influencing these indicators of team integration is proposed which includes four elements: first, team formation; second, contractual model; third, teamwork principle; and fourth, operational monitoring.

The findings are limited to practitioners’ perceptions who are registered with an established construction peer group in New Zealand.

The results of the study are expected to provide insight for construction practitioners to help them embrace team integration practice and, hence, provide both the opportunity and a platform to enhance and measure their team performance.

The paper recognises that while the process of integration is a result of a combination of many indicators, it further extends the team integration literature by providing insights into what are the dominant relationship indicators of team integration, and how to influence these indicators based on a proposed framework.

This study aims to investigate the relationship between individual-level psychological resources and team resilience in the context of expatriate project management teams. It seeks to understand how personal psychological resources contribute to team resilience and explore the dynamic evolution mechanism of team resilience. The goal is to enhance team resilience among expatriates in a BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) world, where organizations face volatile and uncertain conditions.

An online survey was applied for data collection, and 315 valid samples from Chinese expatriates in international construction projects were utilized for data analysis. A structural equation model (SEM) examines the relationships between personal psychological resources and team resilience. The study identifies five psychological factors influencing team resilience: Employee Resilience, Cross-cultural Adjustment, Self-efficacy, Social Support, and Team Climate. The hypothesized relationships are validated through the SEM analysis. Additionally, a fuzzy cognitive map (FCM) is constructed to explore the dynamic mechanism of team resilience formation based on the results of the SEM.

The SEM analysis confirms that employee resilience, cross-cultural adjustment, and team climate positively impact team resilience. Social support and self-efficacy also have positive effects on team climate. Moreover, team climate is found to fully mediate the relationship between self-efficacy and team resilience, as well as between social support and team resilience. The FCM model provides further insights into the dynamic evolution of team resilience, highlighting the varying impact effects of antecedents during the team resilience development process and the effectiveness of different combinations of intervention strategies.

This study contributes to understanding team resilience by identifying the psychological factors influencing team resilience in expatriate project management teams. The findings emphasize the importance of social support and team climate in promoting team resilience. Interventions targeting team climate are found to facilitate the rapid development of team resilience. In contrast, interventions for social support are necessary for sustainable, long-term high levels of team resilience. Based on the dynamic simulation results, strategies for cultivating team resilience through external intervention and internal adjustment are proposed, focusing on social support and team climate. Implementing these strategies can enhance project management team resilience and improve the core competitiveness of contractors in the BANI era.