Blending Service Provider-Client Project Teams to Achieve Client Trust: Implications for Project Team Trust, Cohesion, and Performance

2008 ◽  
Vol 39 (2) ◽  
pp. 72-81 ◽  
Author(s):  
Sheila Simsarian Webber
Keyword(s):  
Service Provider ◽  
Project Team ◽  
Project Teams ◽  
And Performance ◽  
Team Trust

scholarly journals Multiple project team membership and performance: Empirical evidence from engineering project teams

2014 ◽  
Vol 17 (1) ◽  
pp. 76-90 ◽  
Author(s):  
Kai-Ying Alice Chan
Keyword(s):  
Empirical Evidence ◽  
Cognitive Skills ◽  
Empirical Support ◽  
Individual Performance ◽  
Project Team ◽  
Project Teams ◽  
Engineering Project ◽  
Team Members ◽  
Negative Effect ◽  
And Performance

Individuals are increasingly involved in more than one project team. This implies that an employee has multiple memberships in these project teams simultaneously, a phenomenon known as multiple team membership (MTM). Previous, predominantly theoretical studies have acknowledged the impacts that MTM has on performance but very scarce empirical evidence exists. The aim of this study is to provide empirical support for some of these theoretical claims using data collected from 435 team members in 85 engineering project teams in South Africa. Results show that MTM has an inverted-U shaped relationship with individual performance and a positive linear relationship with team performance. When a person is working in multiple project teams simultaneously, he/she may encounter more diverse sources of ideas across all teams and thus enhances his/her innovative performance. However, as the number of MTM increases, the negative effect of task switching and fragmented attention will negatively impact on individual performance. At the project team level, a large number of MTM in a focal team allows the team members to integrate diverse sources of knowledge and resources into the focal team. This study also found that individuals’ emotional skills and cognitive skills impact on individual performance. It is recommended to programme and project portfolio managers, who often are involve in scheduling of human resources to multiple projects, to acknowledge both the positive and negative impacts of MTM on performance. Moreover, in high MTM situations, project team members with high emotional and cognitive skills should be selected.

International experiential diversity and performance at project organizations

2011 ◽  
Vol 1 (3) ◽  
pp. 267-283 ◽  
Author(s):  
Winfried Ruigrok ◽  
Peder Greve ◽  
Martin Engeler
Keyword(s):  
Team Performance ◽  
Performance Outcomes ◽  
Project Team ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Project Organizations ◽  
And Performance ◽  
Using Data ◽  
The Impact

PurposeThe purpose of this paper is to shed new light on the link between diversity in project teams and team performance by examining the effects of players’ international career diversity on the performance of national football teams.Design/methodology/approachThe paper draws upon the literature on project organizations and experiential diversity in teams. Using data on players’ international career backgrounds and team performance from the FIFA World Cup 2006, the authors test two hypotheses linking experiential diversity in teams and a measure of relative team performance. The dataset includes detailed individual background profiles of the 736 participating players and performance data from the 64 games played at the tournament.FindingsThe findings suggest that different types of experiential diversity have contrasting effects on team performance in a time‐limited project team setting.Research limitations/implicationsThese findings encourage team diversity researchers to further examine the impact of experiential diversity in teams on team process and performance outcomes in future research.Practical implicationsThe findings particularly highlight the need to carefully manage experiential diversity in project team settings in order to benefit from access to diverse tacit resources, while at the same time avoiding that the integrative capacities of teams becoming overstretched.Originality/valueThe paper is a step towards a better understanding of how diversity of individual career backgrounds affects team performance outcomes in project teams.

Right from the Start: Exploring the Effects of Early Team Events on Subsequent Project Team Development and Performance

2004 ◽  
Vol 49 (3) ◽  
pp. 438-471
Author(s):  
Jeff Ericksen ◽  
Lee Dyer
Keyword(s):  
Project Team ◽  
Project Teams ◽  
Team Development ◽  
Work Team ◽  
Sufficient Time ◽  
Team Members ◽  
High Performing ◽  
High Performers ◽  
And Performance ◽  
Inner Resources

This study examines if high- and low-performing project teams differ with respect to how they are mobilized and launched and the effects of their mobilization and launch activities and outputs on subsequent team progress and performance. Comparisons of three high- and three low-performing teams drawn from five major corporations showed that the high performers mobilized relatively quickly, used comprehensive rather than limited mobilization strategies, and conducted participatory rather than programmed launch meetings. This combination of activities produced a constellation of salutary outputs: more time for the teams to do their work, team members with essential task-related competencies and sufficient time to contribute to their projects, and complete rather than partial performance strategies. In turn, the three salutary outputs formed a constellation of key inner resources that propelled the high-performing teams on a virtuous path of reinforcing activities and outputs that, despite difficulties, ultimately led to success, whereas the absence of one or more of these resources led the low-performing teams down a vacuous path of accumulating confusion and inactivity from which they never recovered.

Innovative performance of project teams: the role of organizational structure and knowledge-based dynamic capability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez
Keyword(s):  
Organizational Structure ◽  
Industrial Sector ◽  
Project Team ◽  
Project Teams ◽  
Knowledge Generation ◽  
Dynamic Capability ◽  
Content Type ◽  
Innovative Performance ◽  
Knowledge Based ◽  
The Impact

Purpose This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies. Design/methodology/approach This study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis. Findings The results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity. Practical implications This study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams. Originality/value This study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

Project Success: What is the Role of Project Team Morale and How It Can Be Boosted?

2021 ◽  
Author(s):  
Zvi H. Aronson ◽  
Thomas G. Lechler
Keyword(s):  
Structural Equation ◽  
Project Success ◽  
Team Leadership ◽  
Past Research ◽  
Equation Model ◽  
Project Planning ◽  
Project Team ◽  
Mediating Effects ◽  
And Performance

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.

Shared Leadership and Team Performance

2019 ◽  
pp. 311-325
Author(s):  
Ana Martins ◽  
Isabel Martins
Keyword(s):  
Problem Solving ◽  
Organizational Performance ◽  
Self Efficacy ◽  
Shared Leadership ◽  
Positive Impact ◽  
Employee Performance ◽  
The Self ◽  
Social And Emotional ◽  
And Performance ◽  
Team Trust

This chapter contributes to the existing evidence on the constructs of shared leadership, social, and emotional capitals to demonstrate their significant galvanizing effect on team and organizational performance through trust. This study aimed to ascertain how leadership self-efficacy might influence shared leadership team, trust, and performance in this IT Company. Managers with self-reported ratings for the self-efficacy attributes cluster of leadership demonstrate greater probability of improving both perceived and actual employee performance. The emerging results concur with the aforementioned premise because these appear to emphasize the leadership self-efficacy attributes cluster of problem solving. These results may have a positive impact on the team and organizational performance as a whole.

Empowering Leadership in a University Spin-off Project: A Case Study of Team Building

2019 ◽  
Vol 8 (3) ◽  
pp. 335-349
Author(s):  
Pauli Turunen ◽  
Esa Hiltunen
Keyword(s):  
Best Practices ◽  
Team Building ◽  
Team Leadership ◽  
Project Team ◽  
Project Teams ◽  
Empowering Leadership ◽  
Narrative Study ◽  
Innovation Project ◽  
Rational Process

This case study explores university spin-off (USO) team building from leadership and intrapreneurship perspectives. The study sheds light on a USO team member’s view of team building, examining the inherent tensions and challenges, but also the best practices of team building in general. Thus, the case is based on narrative study and evocative autoethnography, providing knowledge from an insider´s perspective of USO team building and also team leadership, especially for supporting intrapreneurship. The intrapreneurship allows an employee to act like an entrepreneur—in this case, within a USO project team. Instead of considering team building as a completely rational process, the case stresses the need to take into account soft aspects, like emotions, in USO team building. This case study should assist other innovative teams in the future to process narratively different factors, relationships and team behaviour within innovation project teams.

scholarly journals Role and impact of social relationships and networks in a software project team environment – a conceptual framework

2014 ◽  
Vol 4 (2) ◽  
pp. 1
Author(s):  
Awie Leonard
Keyword(s):  
Conceptual Framework ◽  
Social Relationships ◽  
Project Team ◽  
Project Teams ◽  
Research Approach ◽  
Software Project ◽  
Team Members ◽  
Project Environment ◽  
It Project ◽  
Research Findings

The establishment of social relationships between information technology (IT) project team members is a phenomenon all IT professionals are exposed to and, in many cases, involved in. Furthermore, these relationships are used by IT project team members for personal as well as professional purposes. The question is what positive or negative contributions do these kinds of relationships have on the project itself? Past studies have placed little focus on these social relationships and networks, and have failed to take cognisance of their importance in the IT project environment. This paper demonstrates that social relationships and networks in the IT project environment play a significant role in project teams and should be managed in such a way that the team members and the project as a whole can benefit from them. A partial grounded theory (GT) research approach was followed. Interpretive patterns from GT enabled inferences to be drawn about the role and impact of social relationships and networks in IT project teams. The research findings provide practical considerations and highlight potential problem areas. A conceptual framework is proposed to support management in decision making and to give them a better understanding of the complexities involved in such relationships.

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