Quality charters or quality members? A control theory perspective on team charters and team performance.

Stephen H. Courtright; Brian W. McCormick; Sal Mistry; Jiexin Wang

doi:10.1037/apl0000229

Quality charters or quality members? A control theory perspective on team charters and team performance.

Journal of Applied Psychology ◽

10.1037/apl0000229 ◽

2017 ◽

Vol 102 (10) ◽

pp. 1462-1470 ◽

Cited By ~ 12

Author(s):

Stephen H. Courtright ◽

Brian W. McCormick ◽

Sal Mistry ◽

Jiexin Wang

Keyword(s):

Control Theory ◽

Team Performance

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Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

Swiss Journal of Psychology ◽

10.1024/1421-0185/a000198 ◽

2017 ◽

Vol 76 (3) ◽

pp. 91-105 ◽

Cited By ~ 4

Author(s):

Vera Hagemann

Keyword(s):

Team Performance ◽

Reliability And Validity ◽

Future Research ◽

German Language ◽

Team Members ◽

Collective Orientation ◽

Team Research ◽

German Speaking ◽

Individual Variables ◽

The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

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An Input–Process–Output Model of Pilot Core Competencies

Aviation Psychology and Applied Human Factors ◽

10.1027/2192-0923/a000120 ◽

2017 ◽

Vol 7 (2) ◽

pp. 78-85 ◽

Cited By ~ 5

Author(s):

Heikki Mansikka ◽

Don Harris ◽

Kai Virtanen

Keyword(s):

Path Analysis ◽

Team Performance ◽

Core Competencies ◽

Core Competency ◽

Principal Component ◽

Analysis Model ◽

Input Process ◽

The Core ◽

Performance Framework ◽

Process Output

Abstract. The aim of this study was to investigate the relationship between the flight-related core competencies for professional airline pilots and to structuralize them as components in a team performance framework. To achieve this, the core competency scores from a total of 2,560 OPC (Operator Proficiency Check) missions were analyzed. A principal component analysis (PCA) of pilots’ performance scores across the different competencies was conducted. Four principal components were extracted and a path analysis model was constructed on the basis of these factors. The path analysis utilizing the core competencies extracted adopted an input–process–output’ (IPO) model of team performance related directly to the activities on the flight deck. The results of the PCA and the path analysis strongly supported the proposed IPO model.

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