The Role of Identity in Supporting a Shared Reality On Cross-Functional Project Teams

2020 ◽  
Vol 2020 (1) ◽  
pp. 12923
Author(s):  
Susan Leigh Johnson ◽  
Richard J. Boland ◽  
David Aron ◽  
Yunmei Wang
Keyword(s):  
2013 ◽  
Vol 44 (1) ◽  
pp. 16-25 ◽  
Author(s):  
Sabrina Pierucci ◽  
Olivier Klein ◽  
Andrea Carnaghi

This article investigates the role of relational motives in the saying-is-believing effect ( Higgins & Rholes, 1978 ). Building on shared reality theory, we expected this effect to be most likely when communicators were motivated to “get along” with the audience. In the current study, participants were asked to describe an ambiguous target to an audience who either liked or disliked the target. The audience had been previously evaluated as a desirable vs. undesirable communication partner. Only participants who communicated with a desirable audience tuned their messages to suit their audience’s attitude toward the target. In line with predictions, they also displayed an audience-congruent memory bias in later recall.


2021 ◽  
pp. 002188632110330
Author(s):  
Teresa Beste

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.


Author(s):  
Mark T. Dishaw ◽  
Diane M. Strong

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.


2013 ◽  
Vol 38 (1/2) ◽  
pp. 40-53 ◽  
Author(s):  
Jon Martens

Purpose – This study aims to examine the roles of stories in the innovation process. Design/methodology/approach – An integrative literature review was used to identify and analyze studies that examined stories of innovation in various organizational settings. The conceptual framework of the review was based on three perspectives of organizational culture: integration, differentiation, and fragmentation. Findings – A typology of the roles of stories of innovation was synthesized from a review of the literature. The major roles in the typology included fostering a culture of innovation, managing product planning and project teams, facilitating idea generation and problem solving, and analyzing failed innovations. These roles were congruent with multiple perspective of organizational culture, including integration, differentiation, and fragmentation. Research limitations/implications – Additional research should be conducted to further explore and confirm the study's exploratory typology as a possible extension to the role of organizational narrative in the process of innovation. Practical implications – The study's conceptual typology can presently serve as a useful learning tool for HRD practitioners to facilitate an organization's understanding of the innovation process. Originality/value – The study presents a new approach to analyzing the roles of stories in innovation with perspectives of organizational culture and provides an initial base for further research that might extend understanding of the types of roles narratives play in innovation.


2010 ◽  
Vol 5 (2) ◽  
pp. 101-117 ◽  
Author(s):  
Arthur A. Stukas ◽  
Boyka Bratanova ◽  
Kim Peters ◽  
Yoshihisa Kashima ◽  
Ruth M. Beatson
Keyword(s):  

2015 ◽  
Vol 12 (06) ◽  
pp. 1550027 ◽  
Author(s):  
Zvi H. Aronson

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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