This study focuses on team achievement goals and performance outcomes in interdependent sports teams. Team achievement goals reflect shared motivational states that exist exclusively at the team level. In a survey among 310 members of 29 premier-league field-hockey teams, team-level performance-approach, performance-avoidance, mastery-approach, and mastery-avoidance achievement goals explained 69% of the overall variance in team performance and 16% after controlling for previous performance. Teams performed better to the extent they were more approach- and less avoidance oriented in terms of both mastery and performance, although mastery-approach goals related to early-season team performance rather than predicting later changes in team performance.
Although Jordan suffered from violent attacks since the 1970s, radicalization as a major issue emerged in 2001 after the 9/11 attacks and Amman Hotels attacks in 2005. At the same time, Jordanians have suffered for long decades from the lack of economic prosperity, unemployment, unequal opportunities, widespread corruption, nepotism, lack of respect for the rule of law and the failure of the government to prevent such injustices. This has fostered insecurity among Jordanians, especially the youth, creating a dangerous and vulnerable social and political environment. The latter raised the government and the public opinion's awareness of the danger of radical movements in the country and led to the adoption of several legal measures to tackle radicalisation and terrorism. However, it has become clear that an exclusively legal approach is not sufficient and since 2005 civil society has been urged to take part in countering extremism. Awareness programs, workshops, and trainings have been organised, but they do not seem to help much, especially because they often lack a strategic vision.
This article outlines the design, implementation, and evaluation of an innovative virtual team exercise. Cognitive, affective, and action-learning outcomes highlight the relevance of this grounded experiential exercise for management education and practice. Details are provided to enable the exercise to be adopted in a wide range of programs. Prior online experience, motivation, resistance to online environment, and trade-offs were found affect an overall positive experience reported by students.
Purpose– The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction.Design/methodology/approach– The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time.Findings– Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time.Research limitations/implications– This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables.Practical implications– These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC.Social implications– The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective.Originality/value– This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings.
SWAT teams are special groups of police officers called in to handle difficult situations. If there's a hostage crisis or a riot, a SWAT team is usually on the scene. The heroic people who've chosen a career as part of a SWAT team had to go through special training and use special skills in order to do their job. Readers learn about this career through manageable text, eye-catching fact boxes, and a detailed graphic organizer. They also see exciting photographs of SWAT teams hard at work. Real-world examples are also included to get readers interested in this career path
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Objective: As a constructive replication and extension of Arthur, Edwards, Bell, Villado, and Bennett (2005), the objective of the current study was to further investigate the efficacy of team relatedness and team workflow ratings (along with their composite) as metrics of interdependence.Background: Although an analysis of task and job interdependence has important implications and uses in domains such as job design, selection, and training, the job analysis literature has been slow to develop an effective method to identify team-based tasks and jobs.Method: To achieve the study's objectives, 140 F-16 fighter pilots (35 four-person teams) rated 34 task and activity statements in terms of their team relatedness and team workflow.Results: The results indicated that team relatedness and team workflow effectively differentiated between tasks with varying levels of interdependency (as identified by instructor pilots who served as subject matter experts) within the same job. In addition, teams that accurately perceived the level of interdependency performed better on a four-ship F-16 flight-training program than those that did not.Conclusion: Team relatedness and team workflow ratings can effectively differentiate between tasks with varying levels of interdependency.Application: Like traditional individual task or job analysis, this information can serve as the basis for specified human resource functions and interventions, and as diagnostic indicators as well.
Provides the knowledge and skills needed to create effective and high-functioning teams using the Four Cs framework: Context, Composition, Competencies, and Change. Also covers cross-cultural teams within the organization and leading innovation teams in today's changing environments.
This study examines the role of within-team competition (i.e. team hypercompetition and team development competition) in a team process. We developed and tested a model that associates team collectivism as the antecedent of within-team competition, and knowledge sharing and team flexibility as the outcomes. The model was empirically tested with data from 141 knowledge-intensive teams. The empirical findings showed that team collectivism had a positive relationship with team development competition and a negative relationship with team hypercompetition. Regarding the outcomes, team development competition and team hypercompetition had an indirect relationship with knowledge sharing and team flexibility through team empowerment. We offer a number of original contributions to the team effectiveness literature, especially by showing that team hypercompetition and team development competition have different impacts on team knowledge sharing and team flexibility.
