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1 – 10 of over 91000
Article
Publication date: 29 March 2011

Judith Volmer and Sabine Sonnentag

This study seeks to extend previous research on experts with mainly ad‐hoc groups from laboratory research to a field setting. Specifically, this study aims to investigate…

1878

Abstract

Purpose

This study seeks to extend previous research on experts with mainly ad‐hoc groups from laboratory research to a field setting. Specifically, this study aims to investigate experts' relative importance in team performance. Expertise is differentiated into two categories (task functions and team functions) and the paper aims to investigate whether experts in task and team functions predict team performance over and above the team's average expertise level.

Design/methodology/approach

Longitudinal, multi‐source data from 96 professional software design engineers were used by means of hierarchical regression analyses.

Findings

The results show that both expert members in task functions (i.e. behavior that aids directly in the completion of work‐related activities) and the experts in team functions (i.e. facilitation of interpersonal interaction necessary to work together as a team) positively predicted team performance 12 months later over and above the team's average expertise level.

Research limitations/implications

Samples from other industry types are needed to examine the generalizability of the study findings to other occupational groups.

Practical implications

For staffing, the findings suggest that experts are particularly important for the prediction of team performance. Organizations should invest effort into finding “star performers” in task and team functions in order to create effective teams.

Originality/value

This paper focuses on the relationship between experts (in task functions and team functions) and team performance. It extends prior research on team composition and complements expertise research: similar to cognitive ability and personality, it is important to take into account member expertise when examining how to manage the people mix within teams. Benefits of expertise are not restricted to laboratory research but are broadened to real‐world team settings.

Details

Journal of Managerial Psychology, vol. 26 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Book part
Publication date: 12 October 2011

Miriam Muethel and Martin Hoegl

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research…

Abstract

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.

Details

Project-Based Organizing and Strategic Management
Type: Book
ISBN: 978-1-78052-193-0

Book part
Publication date: 8 April 2005

Fredrik von Corswant

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization…

Abstract

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

Book part
Publication date: 4 August 2017

C. Shawn Burke, Eleni Georganta and Claudia Hernandez

Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team

Abstract

Purpose

Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team leadership over time.

Methodology/approach

A critical review of the literature on team leadership, team development, and teams was conducted. This information was critically analyzed and integrated to produce a framework serving to depict how team needs change over time, and based on this, highlight the leadership behaviors which should be most critical at particular points in time. Based on the limited amount of literature that explicitly focused on team leadership over time, a series of propositions which flow from the framework are also put forth.

Findings

Great strides have been made in understanding team leadership; however, little work was uncovered that directly focused on how leadership dynamics change over time within the context of the team. Leveraging the limited work that existed, we developed a framework (and propositions) that serves to delineate how team leadership functions change over time. In doing so, we have integrated work delineating leadership functions within transition and action phases of team task cycles along with that highlighting how the role of the leader may vary based on team developmental needs.

Originality/Value

The originality of this chapter lies in its using a functional approach to leadership to argue how the efficacy of particular leadership functions change over time based on team task cycles and development needs. This, in turn, can be used to focus training efforts.

Details

Team Dynamics Over Time
Type: Book
ISBN: 978-1-78635-403-7

Keywords

Article
Publication date: 6 July 2015

Ana Margarida Graça and Ana Margarida Passos

– The purpose of this paper is to compare leadership functions from different team contexts considering context characteristics that contribute to team effectiveness.

3897

Abstract

Purpose

The purpose of this paper is to compare leadership functions from different team contexts considering context characteristics that contribute to team effectiveness.

Design/methodology/approach

A qualitative study was conducted. Seven leaders of multidisciplinary child protection teams (MDTs) and nine managers of an information technology (IT) company took part in semi-structured interviews. The data were analyzed using content analysis with ATLAS.ti.

Findings

Results showed that the two types of teams used different performance criteria, with teams from non-profit contexts lacking defined performance criteria. The results also showed that transition leadership functions are more frequently mentioned by IT than by MDT leaders. Moreover, interpersonal leadership functions emerged as independent functions that may occur in both the transition and action phases.

Research limitations/implications

Context is paramount for performance criteria definition and for the relevance of certain team leadership functions over others. It also presents some suggestions for improvement to the model of Morgeson et al. (2010a).

Practical implications

The results support the idea that there are differences in the leadership functions that are most valued by leaders, depending on the specific team’s context. Results also showed that some non-profit and less task-structured teams lack the specific performance criteria that could help them make more successful interventions.

Originality/value

This paper reviews context literature, it shows that the emphasis on team leadership functions can vary across contexts and to the knowledge it is the first that compares the model of Morgeson et al. (2010a) in different contexts.

Details

Leadership & Organization Development Journal, vol. 36 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 31 July 2020

Orit Shani

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education…

Abstract

This chapter explores the phenomenon of organizational resilience. A comprehensive model was advanced and tested while utilizing a quantitative study conducted in the education system in Israel with 98 schools, involving 1,132 educators. Statistical analysis based on structural equation modeling revealed significant relationships between three antecedents (social capital, team empowerment, goal interdependence) and organizational resilience. In addition, a positive significant relationship was found between organizational resilience and organizational functioning in crisis. Organizational resilience was found to be a mediator between three of the antecedents (social capital, team empowerment, goal interdependence) and organizational functioning in crisis. Furthermore, organizational functioning in crisis was found to mediate the relationship between organizational resilience and organizational innovation. Implications for policymakers, managers, and change leaders in organizations are discussed.

Article
Publication date: 13 June 2016

Caoimhe Nic a Bháird, Penny Xanthopoulou, Georgia Black, Susan Michie, Nora Pashayan and Rosalind Raine

Previous research has identified a need for greater clarity regarding the functions of multidisciplinary team (MDT) meetings in UK community mental health services. The purpose of…

5714

Abstract

Purpose

Previous research has identified a need for greater clarity regarding the functions of multidisciplinary team (MDT) meetings in UK community mental health services. The purpose of this paper is to identify the functions of these meetings by systematically reviewing both primary research and academic discussion papers.

Design/methodology/approach

Papers relating to adult community mental health teams (CMHTs) in the UK and published between September 1999 and February 2014 were reviewed and appraised using NICE quality checklists. The search was broad in scope to include both general CMHTs and specialist CMHTs such as early intervention psychosis services and forensic mental health teams. A thematic synthesis of the findings was performed to develop an overarching thematic framework of the reported functions of MDT meetings.

Findings

None of the 4,046 studies identified directly investigated the functions of MDT meetings. However, 49 mentioned functions in passing. These functions were categorised into four thematic domains: discussing the care of individual patients, teamwork, team management and learning and development. Several papers reported a lack of clarity about the purpose of MDT meetings and the roles of different team members which hindered effective collaboration.

Practical implications

Without clearly agreed objectives for MDT meetings, monitoring their effectiveness is problematic. Unwarranted variation in their functioning may undermine the quality of care.

Originality/value

This is the first systematic review to investigate the functions of CMHT MDT meetings in the UK. The findings highlight a need for empirical research to establish how MDT meetings are being used so that their effectiveness can be understood, monitored and evaluated.

Details

Mental Health Review Journal, vol. 21 no. 2
Type: Research Article
ISSN: 1361-9322

Keywords

Article
Publication date: 1 January 1981

H. NOJIRI

This paper is a continuation of our paper10,11 and formulates a fuzzy team decision problem of type 2. The concept of fuzzy sets of type 2 is introduced to formulate the team

Abstract

This paper is a continuation of our paper10,11 and formulates a fuzzy team decision problem of type 2. The concept of fuzzy sets of type 2 is introduced to formulate the team decision processes which contain fuzzy‐fuzzy states, fuzzy‐fuzzy information functions, fuzzy‐fuzzy information signals, fuzzy‐fuzzy decision functions and fuzzy‐fuzzy actions. After some definitions of fuzzy‐fuzzy relations and fuzzy‐fuzzy mappings, a model of fuzzy team decision of type 2 is proposed.

Details

Kybernetes, vol. 10 no. 1
Type: Research Article
ISSN: 0368-492X

Article
Publication date: 22 April 2006

Crissie M. Frye, Rebecca Bennett and Sheri Caldwell

In this exploratory study, the relationships between the emotional intelligence (EI) of self‐directed teams and two dimensions of team interpersonal process team task orientation…

1232

Abstract

In this exploratory study, the relationships between the emotional intelligence (EI) of self‐directed teams and two dimensions of team interpersonal process team task orientation and team maintenance function were investigated using the five dimensional model of emotional intelligence measured by the BarOn Emotional Quotient Inventory (EQ‐i®) in a sample of thirty‐three work teams. Average team emotional intelligence scores were calculated by aggregating the individual emotional intelligence scores of each team member and dividing the sum by the number of team members. Regression analyses of team averaged emotional intelligence across all five sub‐dimensions of the EQ‐i® reveal significant predictive relationships between team averaged interpersonal EI and Team Task Orientation (r =.37) and team averaged interpersonal EI and Team Maintenance Functions (r =.31). Team averaged interpersonal EI predicted 10 percent of the variance in Team Maintenance Function while team averaged interpersonal EI and team averaged general mood EI combined to predict 16 percent of the variance in Team Task Orientation. Directions for future research are presented.

Details

American Journal of Business, vol. 21 no. 1
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 6 November 2009

Keith Willey and Anne Gardner

Self‐ and peer assessment has proved effective in promoting the development of teamwork and other professional skills in undergraduate students. However, in previous research…

2023

Abstract

Purpose

Self‐ and peer assessment has proved effective in promoting the development of teamwork and other professional skills in undergraduate students. However, in previous research approximately 30 percent of students reported that its use produced no perceived improvement in their teamwork experience. It was hypothesised that a significant number of these students were probably members of a team that would have functioned well without self‐ and peer assessment and hence the process did not improve their teamwork experience. This paper aims to report the testing of this hypothesis.

Design/methodology/approach

The paper reviews some of the literature on self‐ and peer assessment, outlines the online self‐ and peer assessment tool SPARKPLUS, and analyses the results of a post‐subject survey of students in a large multi‐disciplinary engineering design subject.

Findings

It was found that students who were neutral as to whether self‐ and peer assessment improved their teamwork experience cannot be assumed to be members of well‐functioning teams.

Originality/value

To increase the benefits for all students it is recommended that self‐ and peer assessment focuses on collaborative peer learning, not just assessment of team contributions. Furthermore, it is recommended that feedback sessions be focused on learning not just assessment outcomes and graduate attribute development should be recorded and tracked by linking development to categories required for professional accreditation.

Details

Campus-Wide Information Systems, vol. 26 no. 5
Type: Research Article
ISSN: 1065-0741

Keywords

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