BÜCHERBRETT: Vom NRWin-Team zum teAM Zukunft
In: Civis: mit Sonde, Heft 4, S. 92-93
ISSN: 1432-6027
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In: Civis: mit Sonde, Heft 4, S. 92-93
ISSN: 1432-6027
In: Aktuelle Dermatologie: Organ der Arbeitsgemeinschaft Dermatologische Onkologie ; Organ der Deutschen Gesellschaft für Lichtforschung, Band 33, Heft 1/02, S. 1-1
ISSN: 1438-938X
In: Journal of management education: the official publication of the Organizational Behavior Teaching Society, Band 30, Heft 6, S. 765-787
ISSN: 1552-6658
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.
In: Public affairs quarterly: PAQ, Heft 1, S. 47
ISSN: 0887-0373
In: The journal of business, Band 79, Heft 3, S. 1019-1039
ISSN: 1537-5374
In: Journal of Economic Behavior & Organization, Band 69, Heft 1, S. 39-50
We use an experiment to compare two institutions for allocating the proceeds of team production. Under revenue-sharing, each team member receives an equal share of team output; under leader-determined shares, a team leader has the power to implement her own allocation. Both arrangements are vulnerable to opportunistic incentives: under revenue-sharing team members have an incentive to free ride, while under leader-determined shares leaders have an incentive to seize team output. We find that most leaders forego the temptation to appropriate team output and manage to curtail free riding. As a result, compared to revenue-sharing, the presence of a team leader results in a significant improvement in team performance.
In: Evaluation and program planning: an international journal, Band 31, Heft 4
ISSN: 0149-7189
In: Klein & groß: mein Kita-Magazin, Heft 2/3, S. 47-48
ISSN: 0863-4386
In: Human factors: the journal of the Human Factors Society, Band 50, Heft 3, S. 540-547
ISSN: 1547-8181
Objective: We highlight some of the key discoveries and developments in the area of team performance over the past 50 years, especially as reflected in the pages of Human Factors.Background: Teams increasingly have become a way of life in many organizations, and research has kept up with the pace. Method: We have characterized progress in the field in terms of eight discoveries and five challenges. Results: Discoveries pertain to the importance of shared cognition, the measurement of shared cognition, advances in team training, the use of synthetic task environments for research, factors influencing team effectiveness, models of team effectiveness, a multidisciplinary perspective, and training and technological interventions designed to improve team effectiveness. Challenges that are faced in the coming decades include an increased emphasis on team cognition; reconfigurable, adaptive teams; multicultural influences; and the need for naturalistic study and better measurement. Conclusion: Work in human factors has contributed significantly to the science and practice of teams, teamwork, and team performance. Future work must keep pace with the increasing use of teams in organizations. Application: The science of teams contributes to team effectiveness in the same way that the science of individual performance contributes to individual effectiveness.