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Two generic uses of workshops are as an educational tool and as a vehicle for the development of corporate strategy. Most workshops commonly available have focused on the former. Examines the effect of an experiential hybrid workshop as a tool for developing corporate strategy and team building. It is hybrid in the sense that both indoor and outdoor activities are used. The results presented indicate statistically significant improvements in team functioning across several important dimensions. While there is more acceptance of the strategy developed, its improvement in quality is difficult to determine in the given time frame.

The purpose of this study is to provide human resource (HR) practitioners of multinational companies aspiring to invest in these two countries with guidelines for attaining organizational effectiveness through people.

This study develops and tests a multiple criteria decision-making model with data collected in the banking sectors of India and Mozambique. It compares the job engagement, team building and innovation strategy preferences of Indian personnel with those of Mozambican employees.

The findings of the study reveal the differences in the perceptions of the respondents of both countries regarding the importance of the strategies for organizational effectiveness.

Despite several contributions, the study has certain limitations too. Although utmost care was taken to avoid the issue of common method variance, the cross-sectional self-reported design of the study might be adversely affected by common method bias (MacKenzie and Podsakoff, 2012). Hence, future research might be conducted using different designs, such as diary studies or longitudinal studies. Future research might also be conducted making use of organizational productivity case studies to demonstrate the practicability of customizing the HR strategies using the multi-attribute decision-making approach.

This body of work is an addition to the existing literature on cross-national studies in the field of HR management (HRM) and adds to the limited literature on HRM in the least developed countries. The study is designed to provide guidelines for the HR practitioners of multi-national companies in these two countries to help them achieve enhanced organizational effectiveness. This should be of particular interest to the HR managers of the Indian companies aspiring to invest in Mozambique.

Research in the area of HRM is mainly limited to the developed and developing nations, with very few studies centering on emerging economies. While most cross-national studies on organizational effectiveness are also largely focused on developed and developing nations, this study is unusual, in that its focus is on a fast-developing nation (India) and an emerging economy (Mozambique).

First, presents a new model for developing a learning organization which is well within the grasp of today’s organizations, since many of these already have the main components which provide the platform for this. Second, provides four measures of how an experiential workshop used to develop learning organization components may be evaluated. Despite huge international popularity for experiential workshops, effectiveness measurements are rarely used. Third, presents a case study of how to begin developing a learning organization through developing middle management in a metropolitan ambulance service.

A high technology company formation training intervention undertaken at an Innovation Centre in the Mid‐West of Ireland is described and analysed. The programme aimed to stimulate the formation and growth of high technology venture through a range of learning strategies. The programme focused on: o the development of cohesive founding teams; o initiated encouragement of self‐learning, personal development and change, and o the production of a solid business plan, the identification of a market niche and development of managerial skills. The programme utilised a range of integrated learning strategies and focused considerable attention on team formation and development activities. The results of the programme have been significant with considerable success in creating venture teams, new companies and job creation. Statistical evidence on the success of the programme is presented.

This conceptual paper aims to offer a theoretical contribution that explicates the “blind spot” cultural diversity and reward diversity team conflict contingencies, and personal audit as a mechanism for managing the consequences.

The paper suggests a framework for analysing and managing diversity (cultural and reward) driven team conflicts. Given the theoretical foundation, personal audit among team members is recommended as a tool for managing the consequences of such conflict factors.

This paper underlines the team building intervention utility for team effectiveness. It reinforces theoretical foundation that highlights conflict as a determinant of team effectiveness, and reviews two diversity dimensions of team conflicts. Finally, it suggests and explains an “active learning” personal audit model for achieving the conceptualised team effectiveness perspective.

The paper highlights critical but usually overlooked team conflict intricacies in football team management. This framework offers practical relevance in enabling understanding of “attitudes and behaviours” of team members and human resource management in football marketing. Managers would benefit from this perspective and improve team effectiveness, performance and organisation's performance.

The paper offers valuable conceptual insight for development, one that serves the interest of management of football clubs and academia.

This paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management support moderates the direct relationship (humble leadership and project success) as well as an indirect relationship through team-building.

Data were collected from 337 individuals employed in the information technology sector of Pakistan. A two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors utilized model 8 in PROCESS.

The results showed that humble leadership is positively related to project success. Furthermore, team-building partially mediates the relationship between humble leadership and project success. Moreover, top management support was anticipated to have a moderating effect on the direct and indirect link (via team-building) between humble leadership and project success.

Drawing on the conservation of resources theory, this study found that how humble leadership is vital for project success, and thus, extends the utility of the concept of humble leadership to the project literature.

A third‐party facilitator was engaged to develop a design to resolve conflicts and begin team building between nurses and physicians in a Canadian Community Hospital. Each group met individually and later together to identify perceived problems, but actual discussions focused on administrative and strategic issues adversely affecting both groups concerned with patient care. Rather than focusing on the relationship between each group, discussions dealt with operationalization of the new mission/strategy with the objective of team building. The group sessions resulted in an understanding of administrative manipulation and ensured a stronger collaborative effort for both groups by placing the problem where it really existed, with top administration.

You can keep coaching during the game.

This paper reports a study that compares two different team-building approaches. The first one is the traditional top-down management approach. The second one is a hybrid bottom-up approach based on the consensus model. The aim of this paper is to determine which of the two approaches is the most effective across a number of performance measurements.

A case study is presented using data collected and analysed from a small family-owned vehicle maintenance firm. A mixed methods approach to data collection is utilized, including participant observation, focus groups, survey questionnaires and organizational performance reports. A convenience sample of eight routine maintenance jobs was selected for team performance comparison purposes. The measures used for comparing the two team approaches were lead time, customer satisfaction ratings and employees’ satisfaction ratings.

The teams assembled using the consensus approach performed better than those selected using the traditional top-down approach across all three performance measures, i.e. the jobs were completed faster and both customers and employees were more satisfied.

This is an exploratory case study limited to one small family-owned business and, as such, findings may not be generalizable.

As an alternative to manager selected work teams, managers should involve and empower employees to select their own teams. This has the potential to offer benefits for both customers and employees of faster delivery times and increase satisfaction, as well as increase productivity for the firm.

This is the first field study to compare the performance of a hybrid, bottom-up approach to team building with the performance of a more traditional management, top-down approach to team building. It paves the way for a wider study to be conducted in the future to test the findings’ generalizability.

The experience of a top team‐building strategy spanning two years is described from two viewpoints: the company′s, Bendix Safety Restraints, and the providers, Sundridge Park Management Centre′s Team Building Services Unit. The development of a client‐consultant collaborative relationship is traced, which has enabled the achievement of significant strategic change goals and helped to enhance the human resource development function. Team‐building workshops are described, including two for the top director team and two integrated workshops of directors with senior managers. A tracking of learning and “bottom line” benefits is described together with an outline of planned initiatives for the future.