The Importance Of Team Climate For Innovation And Collaboration In Enhancing The Team Propensity To Innovate:, A Case Study Of Algerie Poste Project Teams

2020 ◽  
pp. 366
Author(s):  
Hemza Guernoub
Keyword(s):  
Project Teams ◽  
Team Climate ◽  
Team Climate For Innovation

Supporting Collaborative Project Teams Using Computer-Based Technologies

2004 ◽  
pp. 1-27 ◽  
Author(s):  
Sue Bennett
Keyword(s):  
Collaborative Learning ◽  
Postgraduate Education ◽  
Project Teams ◽  
Computer Supported Collaborative Learning ◽  
Student Teams ◽  
Online Tools ◽  
Computer Based ◽  
The Subject ◽  
Practical Implications

This chapter considers computer-supported collaborative learning within the context of a technology-supported project-based subject offered to advanced-level students in a postgraduate education program. The subject was the focus of a qualitative case study investigation that revealed how student teams worked together on an authentic project task and the role online tools play in supporting their collaboration. This chapter discusses the research and conceptual literature that informed the design of the learning environment, the nature of the research study and the relevant findings, and some of the practical implications for teachers and designers in selecting online tools to support collaborative learning.

The Tetrad Influences

2014 ◽  
Vol 5 (2) ◽  
pp. 30-42
Author(s):  
Usman Khan Durrani ◽  
Zijad Pita ◽  
Joan Richardson
Keyword(s):  
Software Development ◽  
Software Process Improvement ◽  
Project Teams ◽  
Software Configuration Management ◽  
Development Environment ◽  
Software Configuration ◽  
Software Product ◽  
Software Development Methodologies ◽  
Organizational Needs

The Software Configuration Management (SCM) process with its origin in hardware development was first applied to the software development environment in the 1950's. Since then many IT dynamics associated with this process have evolved, such as, software development methodologies, software process improvement standards, computing environments, and organizational needs. Through the observation of these IT dynamics, which the researchers called “the tetrad influences”, it is now apparent that there is a need to look into new adaptable approaches to apply the SCM process for traceability and governance. In this paper, we will present a conceptual framework highlighting the tetrad influences on the SCM process and will propose a Software configuration Adaptable Lean Agile Management “SALAM” model as a solution. We contribute a case study of a large Australian IT project where hybrid project teams delivered a consolidated software product in a hybrid cloud computing environment.

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.

Guiding and enabling liminal experiences between business and arts organizations operating in a sponsorship relationship

2018 ◽  
Vol 72 (2) ◽  
pp. 344-369 ◽  
Author(s):  
Annmarie Ryan
Keyword(s):  
Case Study Research ◽  
Project Teams ◽  
Arts Organizations ◽  
Longitudinal Case Study ◽  
Work Settings ◽  
The Subject ◽  
Set Up ◽  
Liminal Experiences ◽  
Shed Light

Through the lens of liminality, this article considers the identity work engaged in by managers working at the boundary of the organization. Liminality has been used to shed light on the ambiguous positions of temporary employees, consultants and project teams. As such, the concept has become synonymous with temporary, transient or precarious work settings. However, in this article I consider the efforts that managers make to set up and co-create the support structure they require to enter into and leave liminal experiences. I draw on a social anthropology to reconsider the movements between these ‘in’ and ‘out’ phases, and introduce two kinds of enabling roles: guide and ally. Through the use of a longitudinal case study research design the article contributes to the delineation between transitory and perpetual liminality, to include the notion of temporary incorporation. In distinguishing temporary incorporation from perpetual liminality, we can shift attention towards the possibilities of incremental learning in limen, where the subject and the context remain subject to change.

Team Climate Inventory with a Merged Organization

2002 ◽  
Vol 91 (2) ◽  
pp. 651-656
Author(s):  
Ingrid Dackert ◽  
Sten-Olof Brenner ◽  
Curt R. Johansson
Keyword(s):  
Social Insurance ◽  
Work Teams ◽  
Original Version ◽  
Short Version ◽  
Team Climate ◽  
Head Office ◽  
Support For Innovation ◽  
Team Climate For Innovation ◽  
Participative Safety ◽  
Team Climate Inventory

The present study examines the team climate for innovation in work teams within a newly merged organization. Four teams working at a regional head office of a Social Insurance organization answered the Team Climate Inventory. The results were compared to those of a study by Agrell and Gustafson of more stable teams. The comparison showed that participative safety and support for innovation were rated lower and that vision was rated higher in the newly merged teams. The 38-item original inventory was used and based on the results, a 1999 proposed shortened version of 14 items by Kivimäki and Elovainio was compared with the original one. Analysis indicated that the short version can be a valid alternative to the original version but that further testing of the short version is needed.

Building high-performing and integrated project teams

2020 ◽  
Vol 27 (10) ◽  
pp. 3341-3361
Author(s):  
Dominic D. Ahiaga-Dagbui ◽  
Olubukola Tokede ◽  
John Morrison ◽  
Anthony Chirnside
Keyword(s):  
Project Teams ◽  
Project Delivery ◽  
Structured Interviews ◽  
Content Type ◽  
High Performing ◽  
Study Approach ◽  
Lump Sum ◽  
Integrated Project ◽  
Design Bid Build

PurposeEffective inter-organisational relationships are key to engendering innovation and ensuring the successful delivery of infrastructure projects. Relationship-based contracts are thus widely used to stimulate best-for-project ideals and attenuate the otherwise adversarial relationship that often exists between clients and contractors. This study examines the effectiveness and limitations of a project facilitation model as coaching tool for developing conducive inter-organisational relationships for construction project delivery.Design/methodology/approachThe study adopts a case-study approach using evidence from triangulated data sources of focus group workshops, semi-structured interviews and document analysis.Findings(1) The facilitation model enabled an environment for psychological safety to be developed, which engendered a platform for effective cooperation for problem-solving and achieving quasi best-for-project ideals. (2) The model provides the mechanism to develop team behaviours that support enhanced performance and create an environment less adversarial and more collaborative than traditional contracting.Originality/valueThe novelty of this research is that relationship-based principles have been utilised as part of a traditional design-bid-build contract with lump-sum payment arrangements.

The influence of team climate for innovation on team performance: A comprehensive meta-analysis

2012 ◽  
Vol 2012 (1) ◽  
pp. 12697
Author(s):  
Andranik Tumasjan ◽  
Maria Strobel ◽  
Christian Portele ◽  
Isabell Melanie Welpe
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Climate ◽  
Team Climate For Innovation

scholarly journals Code-switching in newly formed multinational project teams

2017 ◽  
Vol 17 (1) ◽  
pp. 23-37 ◽  
Author(s):  
Mary Vigier ◽  
Helen Spencer-Oatey
Keyword(s):  
Code Switching ◽  
Project Teams ◽  
Team Interactions ◽  
The Impact

Based on an ethnographic-like case study comprising observations and interviews with members of three newly formed multinational project teams, our study explores the micro-processes of interactional teamwork and captures how the three teams develop strategies for managing the challenges of code-switching in their interactions. Findings from our study suggest that teams interpret the impact of code-switching challenges differently in spite of the fact that they are performing similar activities, suggesting that adopting (clearly defined) rules for managing interactions may not be as effective as the presence of other factors within the teams. Our findings extend theory on the use of a common working language in multinational teams and go beyond this by illustrating how individual teams establish practices for handling the challenges of code-switching and the effects of these on team interactions.

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