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This article focuses on hybrid succession teams that comprise both family and nonfamily members, to identify the reasons and criteria for forming these teams, as well as the difficulties they encounter during the succession proces...
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This article focuses on hybrid succession teams that comprise both family and nonfamily members, to identify the reasons and criteria for forming these teams, as well as the difficulties they encounter during the succession process. The empirical results, based on three longitudinal case studies (two failures and one success), reveal the strong and sometimes negative influence of the predecessor on the constitution and functioning of these succession teams. In particular, the predecessor may choose this form of succession and the members of the team, based solely on the complementarity of their skills. The predecessor's natural preference for family members also can be a source of conflict, because it creates information asymmetry between family and nonfamily successors. Consequently, a lack of strong ties among team members and the presence of information asymmetry can increase the risk of succession team dissolution.
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The purposes were to determine if explanatory style (i.e. tendency toward optimism versus pessimism) (a) is a collective team belief that (b) differentiates between more and less successful sport teams. Team success was operationa...
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The purposes were to determine if explanatory style (i.e. tendency toward optimism versus pessimism) (a) is a collective team belief that (b) differentiates between more and less successful sport teams. Team success was operationalised by winning percentage. For explanatory style, athletes (n = 442) from a heterogeneous sample of sport teams (k = 39) estimated the controllability, universality, stability, and globality of a number of hypothetical negative events. Statistical analyses indicated teams do have an explanatory style that varies along a continuum of optimism/pessimism. Also, more successful teams (winning percentage of .501 or above, k = 21) were significantly (p < .05) more optimistic than less successful teams (winning percentage of .500 or below, k = 18) on controllability (“we can fix this”) and universality (“every team has this happen”). The results are discussed in terms of their relation to previous literature examining consensus (shared beliefs) in sport teams, the reformulated learned helplessness theory, and the research on individual athlete explanatory style and success.
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PurposeThe purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success...
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PurposeThe purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening.Design/methodology/approachThe authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modeling augmented with in-depth team interviews.FindingsThe findings showed that: teams demonstrate that they listen by taking action, teams that exhibit action listening are more successful, there is a direct relationship between team trust and team action listening and team commitment negatively moderates this relation in larger teams.Originality/valueThis study extends research on team listening by adding the action aspect that distinguishes successful teams. It is one of the first to investigate the interrelationships between team trust, commitment, team action listening and success in teams.
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Interdisciplinary teams play a key role in the delivery of health care. Team functioning can positively or negatively impact the effective and efficient delivery of health care services as well as the personal well-being of group ...
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Interdisciplinary teams play a key role in the delivery of health care. Team functioning can positively or negatively impact the effective and efficient delivery of health care services as well as the personal well-being of group members. Additionally, teams must be able and willing to work together to achieve team goals within a climate that reflects commitment to team goals, accountability, respect, and trust. Not surprisingly, dysfunctional team functioning can limit the success of interdisciplinary health care teams. The first step in improving dysfunctional team function is to conduct an analysis based on criteria necessary for team success, and this article provides meaningful criteria for doing such an analysis. These are the following: a common team goal, the ability and willingness to work together to achieve team goals, decision making, communication, and team member relationships. High-functioning interdisciplinary teams must exhibit features of good team function in all key domains. If a team functions well in some domains and needs to improve in others, targeted strategies are described that can be used to improve team functioning.
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One critical determinant of success that is not part of standardized scientific training programs is the development of the right mindset for competitive team science. Mindset has been categorized as fixed and growth. People with ...
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One critical determinant of success that is not part of standardized scientific training programs is the development of the right mindset for competitive team science. Mindset has been categorized as fixed and growth. People with fixed mindset who believe that virtues such as goodness and intelligence are naturally endowed and thus fixed are reportedly less likely to succeed than people with growth mindset who believe that such abilities are malleable and scalable. People with growth mindset handle conflicts more effectively. As it stands in academic culture, mostly dominated by the education mission, conflict is a taboo. Administrators generally view conflict as something that must be avoided or resolved. Yet the American Psychological Association, among many others, recognize that good science requires good conflict. Team science efforts must recognize the perils of artificial harmony. Artificial harmony is a state wherein members of the team act as if they are getting along in a setting where serious issues remain unattended. Artificial harmony stifles open communication. Open communication within the team is essential to uphold rigor in science. The threat of conflict triggers the flight or fight response in us. Flight, motivated by conflict avoidance, favors artificial harmony. Fight, in its optimal form, empowers teammates to express their opinion leading to healthy disagreement and debate. Teams must find their own optimal conflict point. Mastering that art of identifying and achieving the optimal conflict point for any given team will return lucrative dividends in the form of competitive edge.
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The main aim of this study was to determine the factor structure and psychometric properties of the Group Environment Questionnaire in the Croatian sport context among professional football players and examine whether cohesion fac...
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The main aim of this study was to determine the factor structure and psychometric properties of the Group Environment Questionnaire in the Croatian sport context among professional football players and examine whether cohesion factors predict theoretically assumed conceptual outcomes of group cohesion. The sample consisted of 177 professional football players aged between 18-30 years. Several alternative models were tested using confirmatory factor analysis. Canon's original four-factor model did not fit the data. Modified version resulted in a good fit of three-factor model distinguishing task and social group integration, and individual attraction to the group. Team satisfaction and perception of team success were positively predicted by Individual Attraction to the Group, while Task and Social Group Integration factors effect was not significant. The results encourage us to assume the theoretical cohesion factors in the specific context of professional sport in Croatia, though further psychometric testing is needed to improve Croatian GEQ.
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This research presents and validates a model of project team morale and its influence on project success. We operationally define morale in project-based work as a multi-faceted variable encompassing suggested definitions offered ...
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This research presents and validates a model of project team morale and its influence on project success. We operationally define morale in project-based work as a multi-faceted variable encompassing suggested definitions offered in former studies. Unlike past research, we investigate the mediating effects between these facets of morale and success. A structural equation model is proposed and empirically tested to investigate the interdependencies between the facets of project team morale and how they promote project success. The results show that project team morale explains 25% of the variance in project success. Findings provide project leaders with a tool to enhance project success by influencing employees' morale, rather than solely focusing on traditional project planning and controlling activities. We provide practical implications for project team leadership and performance.
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Purpose - The purpose of this paper is to describe and defend a generative model for understanding
effective self-regulating teams from a distinctively psychological perspective that has implications for
both research and practi...
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Purpose - The purpose of this paper is to describe and defend a generative model for understanding
effective self-regulating teams from a distinctively psychological perspective that has implications for
both research and practice.
Design/methodology/approach - The paper complements Hackman's work on the critical
conditions for effecting "self-regulated" teamwork with an understanding of team psychology, as the
basis for evolving a propositional model of effective teamwork.
Findings - Assuming various structural pre-requisites, it is proposed that effective teamwork is
generated by a social self-identification process, upon which there are "emergent states" across
affective (commitment, cohesion), motivational (drive to secure and maintain positive self-esteem),
cognitive (shared cognition) and behavioural (intra-team and inter-team processes) dimensions.
Research limitations/implications - Considerations for further testing, conceptual and
methodological refinement, are highlighted.
Practical implications - The model affords clear pragmatic implications for leveraging more
effective teamwork in organizational contexts.
Originality/value - The propositional model in the paper integrates and builds on previous
thinking into a more generative understanding of effective team work (i.e. what makes teamwork
possible and how can this be sustained) that takes into account the importance of context in
accounting for team success.
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We examined the effect of project team culture on the evolution of team efficacy in a sample of 118 project teams. Little is known about the factors responsible for the development of team efficacy - the collective belief of a pro...
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We examined the effect of project team culture on the evolution of team efficacy in a sample of 118 project teams. Little is known about the factors responsible for the development of team efficacy - the collective belief of a project team that it can be effective. Results reveal that culture in project-based work, is related to the project team's efficacy, and the project team's efficacy is related to success. Our findings provide project leaders with an alternative informal lever to enhance project success, by influencing team efficacy in project-based work.
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Software development project managers may need to focus on particular issues during the development process for a variety of reasons, including limited resources. This study utilized a survey to ask software practitioners, who are...
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Software development project managers may need to focus on particular issues during the development process for a variety of reasons, including limited resources. This study utilized a survey to ask software practitioners, who are at the core of development, to provide insight into some of the important early non-technical issues of software development, including those related to sponsor/senior management, customer/users and requirements management. Proposed relationships among these early items, and their relationship to software practitioners' perception of project success, were quantitatively represented through a proposed Bayesian Belief Network. The concept of 'success' was derived from a pilot study of practitioners and was 'defined' as (a) there is a project plan, (b) the project is well planned, (c) practitioners have a sense of achievement while working on a project, (d) practitioners have a sense of doing a good job (i.e. delivered quality) while working on a project, and (e) requirements are accepted by the development team as realistic/achievable. The proposed causal model provided quantitative evidence that reaching agreement with customers/users on requirements, a high level of customer/ user participation, and users who make adequate time for requirements gathering have the largest direct impacts on project success among the investigated items. The proposed model identified the following as the critical chain of events for success: (1) Having a sponsor throughout the project, (2) users who make adequate time for requirements gathering, (3) a high level of customer/user participation in the development process, and (4) agreement on requirements between customer/users and the development team.
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