The Role of Feeling Known for Team Member Outcomes in Project Teams

2013 ◽  
Vol 44 (3) ◽  
pp. 298-331 ◽  
Author(s):  
Radostina K. Purvanova
Keyword(s):  
Team Member ◽  
Project Teams

The Effect of Diversity and the Mediating Role of Elaboration on Multidisciplinary Greenhouse Gas Assurance Team Effectiveness

2018 ◽  
Vol 31 (1) ◽  
pp. 81-96 ◽  
Author(s):  
Erboon Ekasingh ◽  
Roger Simnett ◽  
Wendy J. Green
Keyword(s):  
Greenhouse Gas ◽  
Team Effectiveness ◽  
Team Member ◽  
Multidisciplinary Teams ◽  
Team Processes ◽  
Mediating Role ◽  
Audit Firms ◽  
The Impact ◽  
Educational Diversity

ABSTRACT Greenhouse gas (GHG) assurance is increasingly used by companies as a means to increase stakeholder confidence in the quality of externally reported carbon emissions. The multidisciplinary nature of these engagements means that assurance is performed primarily by multidisciplinary teams. Prior research suggests the effectiveness of such teams could be affected by team composition and team processes. We employ a retrospective field study to examine the impact of educational diversity and team member elaboration on multidisciplinary GHG assurance team effectiveness. Results show that team processes such as sufficiency of elaboration on different team member perspectives significantly increases the perceived effectiveness of the teams. While educational diversity is not found to directly improve perceived team effectiveness, it is found to have a positive effect through increasing perceived sufficiency of elaboration. These findings have important implications for standard setters and audit firms undertaking GHG assurance engagements.

scholarly journals Knowledge Transfer in a Project-Based Organization Through Microlearning on Cost-Efficiency

2021 ◽  
pp. 002188632110330
Author(s):  
Teresa Beste
Keyword(s):  
Knowledge Transfer ◽  
Cost Efficiency ◽  
Construction Projects ◽  
Research Study ◽  
Participation Rate ◽  
Project Teams ◽  
Organizational Practice ◽  
Public Sector Organization ◽  
Body Of Knowledge

This paper investigates the role of microlearning on cost-efficiency on knowledge transfer in a project-based organization. As part of an action research study in a Norwegian public sector organization working with construction projects, a microlearning series was initiated to increase knowledge transfer on cost-efficiency. Seven microlearning lessons were distributed to 334 employees, including short questionnaires after the first and last lesson. The study reflects on the design process of the lessons, on the participation rate, and on how it contributes to an increase of knowledge. Microlearning was perceived as relevant by the participants. It makes knowledge transfer less arbitrary by providing a common body of knowledge to all project teams. For the organizational practice, this implies that microlearning also has potential for knowledge sharing on other topics in the project-based organization. Updating the microlearning series with further examples and new lessons is expected to contribute to continuous learning on cost-efficiency.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

How Incomplete Information of Team Member Contributions Affects Subsequent Contributions: The Moderating Role of Social Value Orientation

2020 ◽  
Author(s):  
Tyler F. Thomas ◽  
Todd A. Thornock
Keyword(s):  
Team Member ◽  
Value Orientation ◽  
Social Value ◽  
Social Value Orientation ◽  
Team Members ◽  
Input Information ◽  
Team Project ◽  
Types Of Information ◽  
Output Information

In this study, we investigate how team members' social value orientation (SVO) affects their contributions to a team project when different types of information about other team members' effort is known. Specifically, we examine the team contributions made by proselfs and prosocials after they learn either the input provided or output achieved by other team members. Proselfs subsequently contributed less following input information compared to output information because they can use input information opportunistically to justify their own lower contributions. Conversely, prosocials contributed more after receiving input information compared to output information because they perceive input information as being more psychologically meaningful. Finally, proself teams with output information perform similarly to prosocial teams with either type of information. These findings provide insight into how information about team member contributions and SVO affect individuals' subsequent team contributions, and how output information can help mitigate proselfs' free-riding tendencies and improve team performance.

The Effect of Task and Tool Experience on Maintenance CASE Tool Usage

2004 ◽  
pp. 353-371
Author(s):  
Mark T. Dishaw ◽  
Diane M. Strong
Keyword(s):  
Software Maintenance ◽  
Explanatory Power ◽  
Project Teams ◽  
Use Case ◽  
Case Tools ◽  
Case Tool ◽  
Task Experience ◽  
Computer Aided Software Engineering

Computer-Aided Software Engineering (CASE) tools have been advocated for improving maintainer productivity and the quality of maintained software. While there is evidence that such benefits can accrue to organizations adopting maintenance-oriented CASE tools, a key problem in achieving the desired benefits from CASE tools is low usage of these tools by programmers. The previously tested Maintenance Tool Utilization Model was a first step in investigating the factors that affect whether maintainers choose to use CASE tools during maintenance projects. We test the addition of experience with software maintenance tools and with the software maintenance task to the Maintenance Tool Utilization Model. The role of experience is important because managers can provide training to increase experience and they can ensure that project teams have some members experienced with the tools or with the task. Data for the test are collected from software maintainers working on their organization’s normal maintenance project backlog. Tool experience is significant as both a main and interaction effect, but task experience adds little to the explanatory power of the Maintenance Tool Utilization Model. These results support the value of improved CASE tool training programs.

Re-Examining Trust Development and Knowledge Sharing in Virtual Teams

2011 ◽  
pp. 82-97 ◽  
Author(s):  
Su Jin Son ◽  
Eun Jee Kim
Keyword(s):  
Knowledge Sharing ◽  
Virtual Teams ◽  
Process Model ◽  
Team Member ◽  
Trust Development ◽  
Global Companies ◽  
Stage Process

It is crucial to effectively identify and leverage organizational team member knowledge. As virtual teams are becoming increasingly common in global companies, knowledge sharing in virtual teams is gaining attention among practitioners and scholars. In particular, the role of trust in effective knowledge sharing has been emphasized among scholars. However, there have been few attempts to integrate trust and knowledge sharing behaviors in virtual teams. Therefore, the purpose of this chapter is to present the integrative perspective of knowledge sharing and trust in virtual teams. The authors thoroughly explore the existing literature on different approaches to trust and the knowledge sharing process and then introduce an integrative three-stage process model of trust and knowledge sharing in virtual teams.

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