The Effect of Task Design, Team Characteristics, Organizational Context and Team Processes on the Performance and Attitudes of Virtual Team Members

2005 ◽  
Author(s):  
D.S. Staples ◽  
A.F. Cameron
Keyword(s):  
Organizational Context ◽  
Virtual Team ◽  
Task Design ◽  
Design Team ◽  
Team Processes ◽  
Team Members ◽  
Team Characteristics

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

A Virtual Team in Action

Virtual Teams ◽  
2011 ◽  
pp. 91-115 ◽  
Author(s):  
Ian K. Wong ◽  
D. Sandy Staples
Keyword(s):  
Information Technology ◽  
Empirical Research ◽  
Virtual Teams ◽  
Organizational Context ◽  
Virtual Team ◽  
Organizational Environment ◽  
Team Composition ◽  
Practical Application ◽  
Team Processes

Examined in this chapter are the characteristics of a project-based virtual team. Although there is some empirical research on virtual teams, little research has focused on describing the practical application of a virtual team in the organizational environment. Described in the chapter are the task and goals of the team, how it handled virtual challenges and used information technology to bridge distance, and how it functioned within its organization. Specifically, the task of the team, team composition, team beliefs, team processes, organizational context, and the effectiveness of the team are described. The chapter is concluded with a summary of characteristics of successful virtual teams.

Towards a Better Design Team Formation: A Review of Team Effectiveness Models and Possible Measurements of Design-Team Inputs, Processes, and Outputs

2017 ◽  
Author(s):  
Shun Takai ◽  
Marcos Esterman
Keyword(s):  
Team Effectiveness ◽  
Engineering Students ◽  
Design Team ◽  
Engineering Technology ◽  
Team Processes ◽  
Team Members ◽  
Effectiveness Model ◽  
Review Team ◽  
Almost All ◽  
Work Structure

Cooperation among team members and good teamwork are essential to successfully complete design projects. As such, engineering students are expected to learn how to design and work effectively in a team. While, team-based project courses have been implemented in almost all engineering and engineering technology disciplines, achieving full contribution by all team members has been a persistent challenge in design and other engineering disciplines. This paper proposes a possible approach to establish guidelines to form design teams. In this paper, we first review team-effectiveness models. We then propose a design-team-effectiveness model, which will study associations between inputs, processes, and outputs in order to improve team processes and maximizes team performance through design team composition, work structure and improved team processes. Finally, we propose (1) measurements of design-team inputs, processes, and outputs, and (2) approaches to analyze associations among inputs, processes, and outputs.

Identity work within attempts to transform healthcare: Invisible team processes

2018 ◽  
Vol 72 (2) ◽  
pp. 370-396 ◽  
Author(s):  
Cindy L Cain ◽  
Monica Frazer ◽  
Tina R Kilaberia
Keyword(s):  
Organizational Context ◽  
Organizational Outcomes ◽  
Multiple Identities ◽  
Identity Work ◽  
Healthcare Team ◽  
Team Processes ◽  
New Approach ◽  
Team Members ◽  
Identity Processes ◽  
Interprofessional Healthcare

Studies have shown that workers’ identities matter for a host of individual and organizational outcomes. However, the question of how identities work becomes more complex when considering settings where workers must negotiate multiple – and sometimes conflicting – identities. Interprofessional healthcare teams are one such setting. Within interprofessional teams, workers are expected to adopt both professional and team-based identities, sometimes leading to confusion and conflicts. Using longitudinal qualitative analyses of healthcare team members’ reflective audio diaries, we document identity work of one team as they attempted to create and adopt a new approach to care. We analyze 176 recordings over 30 weeks and find that: team members experience multiple identification targets more or less conflicting, depending on the organizational context; team members from different professional backgrounds experience identity processes differently; and conflicts with others affect how team members see themselves and one another. These findings enrich our understanding of how multiple identities are reconciled in the workplace, and illustrate hidden aspects of forming and sustaining team-based work.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

Analogy Seeded Mind-Maps: Testing of a New Design-by-Analogy Tool

2014 ◽  
Author(s):  
K. Scott Marshall ◽  
Richard Crawford ◽  
Matthew Green ◽  
Daniel Jensen
Keyword(s):  
Engineering Students ◽  
Word List ◽  
Design Team ◽  
Functional Requirement ◽  
Concept Generation ◽  
Team Members ◽  
Design Metrics ◽  
Engineering Design Problems ◽  
Design By Analogy ◽  
Mind Maps

Recent research has investigated methods based on design-by-analogy meant to enhance concept generation. This paper presents Analogy Seeded Mind-Maps, a new method to prompt generation of analogous solution principles drawn from multiple analogical domains. The method was evaluated in two separate design studies using senior engineering students. The method begins with identifying a primary functional design requirement such as “eject part.” We used this functional requirement “seed” to generate a WordTree of grammatically analogical words for each design team. We randomly selected a set of words from each WordTree list with varying lexical “distances” from the seed word, and used them to populate the first-level nodes of a mind-map, with the functional requirement seed as the central hub. Design team members first used the word list to individually generate solutions and then performed team concept generation using the analogically seeded mind-map. Quantity and uniqueness of the resulting verbal solution principles were evaluated. The solution principles were further analyzed to determine if the lexical “distance” from the seed word had an effect on the evaluated design metrics. The results of this study show Analogy Seeded Mind-Maps to be useful tool in generating analogous solutions for engineering design problems.

The Effects of Expertise and Social Status on Team Member Influence and the Moderating Roles of Intragroup Conflicts

2017 ◽  
Vol 44 (4) ◽  
pp. 745-776 ◽  
Author(s):  
Woonki Hong ◽  
Lu Zhang ◽  
Kwangwook Gang ◽  
Boreum Choi
Keyword(s):  
Social Status ◽  
Early Stage ◽  
Project Teams ◽  
Team Processes ◽  
Team Members ◽  
Expectation States ◽  
Team Projects ◽  
Expectation States Theory ◽  
Team Project ◽  
Do So

Drawing on expectation states theory and expertise utilization literature, we examine the effects of team members’ actual expertise and social status on the degree of influence they exert over team processes via perceived expertise. We also explore the conditions under which teams rely on perceived expertise versus social status in determining influence relationships in teams. To do so, we present a contingency model in which the salience of expertise and social status depends on the types of intragroup conflicts. Using multiwave survey data from 50 student project teams with 320 members at a large national research institute located in South Korea, we found that both actual expertise and social status had direct and indirect effects on member influence through perceived expertise. Furthermore, perceived expertise at the early stage of team projects is driven by social status, whereas perceived expertise at the later stage of a team project is mainly driven by actual expertise. Finally, we found that members who are being perceived as experts are more influential when task conflict is high or when relationship conflict is low. We discuss the implications of these findings for research and practice.

From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management

1998 ◽  
Vol 62 (4) ◽  
pp. 1-12 ◽  
Author(s):  
Ravindranath Madhavan ◽  
Rajiv Grover
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Distributed Cognition ◽  
New Product ◽  
Team Processes ◽  
Team Members ◽  
Personal Interaction ◽  
Design Variables ◽  
Embedded Knowledge ◽  
Team Orientation

Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.

scholarly journals The surgical journey: exploring the OR-PACU handover

2021 ◽  
Author(s):  
Marketa Gross
Keyword(s):  
Health Care ◽  
Patient Safety ◽  
Content Analysis ◽  
Qualitative Study ◽  
Adverse Events ◽  
Team Processes ◽  
Team Members ◽  
Handover Process ◽  
Collective Competence ◽  
Transfer Of Information

Patient safety in health care remains a serious concern in Canada. Adverse events can lead to physiological and psychological complications and pose a significant economic burden on the health care system. The purpose of this descriptive qualitative study was to explore the team processes, roles and factors that underpin effective communication between team members during an OR-PACU handover. Content analysis revealed four major categories: Ownership, Distractions and Interruptions, Transfer of Information and Workflow. The results of this study, informed by the Theory of Collective Competence enhance our understanding of the OR-PACU handover and support the need for the development of a structured OR-PACU team handover process.

The Influence of Team Goal Alignment and Awareness on Human-Centered Design Team Decision-Making Strategy

2021 ◽  
Author(s):  
Vivek Rao ◽  
Ananya Krishnan ◽  
Jieun Kwon ◽  
Euiyoung Kim ◽  
Alice Agogino ◽  
...  
Keyword(s):  
Decision Making ◽  
Personal Goals ◽  
Design Team ◽  
Design Teams ◽  
Goal Alignment ◽  
Team Members ◽  
Team Decision Making ◽  
Student Teams ◽  
Team Decision ◽  
Team Alignment

Abstract Design team decision-making underpins all activities in the design process. Simultaneously, goal alignment within design teams has been shown to be essential to the success of team activities, including engineering design. However, the relationship between goal alignment and design team decision-making remains unclear. In this exploratory work, we analyze six student design teams’ decision-making strategies underlying 90 selections of design methods over the course of a human-centered design project. We simultaneously examine how well each design team’s goals are aligned in terms of their perception of shared goals and their awareness of team members’ personal goals at the midpoint and end of the design process, along with three other factors underpinning team alignment at the midpoint. We report three preliminary findings about how team goal alignment and goal awareness influence team decision-making strategy that, while lacking consistent significance, invite further research. First, we observe that a decrease in awareness of team members’ personal goals may lead student teams to use a different distribution of decision-making strategies in design than teams whose awareness stays constant or increases. Second, we find that student teams exhibiting lower overall goal alignment scores appear to more frequently use agent-driven decision-making strategies, while student teams with higher overall goal alignment scores appear to more frequently use process-driven decision-making strategies. Third, we find that while student team alignment appears to influence agent- and process-driven strategy selection, its effect on outcome-driven selection is less conclusive. While grounded in student data, these findings provide a starting place for further inquiry into of designerly behavior at the nexus of teaming and design decision-making.

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