Emerald | Team Performance Management | Table of Contents

Key Practice Indicators of Team Integration in Construction Projects: A Review

Thu, 25 Apr 2013 00:00:00 +0100

Abstract

Purpose - The aim of this study is to identify, review and classify the key practice indicators of successful team integration in construction projects, with the intention of gaining a greater insight into how they influence team dynamics.Design/methodology/approach - This is a review paper that draws on existing research and, through observation of previous studies, identifies patterns to produce a greater understanding of the indicators affecting team integration in construction projects.Findings - The review identified 15 key practice indicators of team integration from the literature, which together form the basis for transforming disparate project teams into a highly integrated team. It is argued that although there is an element of interdependence between some of the indicators, for the purpose of defining team integration practice by means of key indicators it is important to consider them independently because each indicator represents a key element of team integration practice. The indicators were classified as either ‘Relationship Oriented Indicators’, whereby the relationship between project teams is directly influenced through human behaviours, or ‘Non-Relationship Oriented’, whereby relationships are indirectly influenced by putting systems or processes in place to promote, or at the very least allow, members of different functions to collaborate. Practical implications - The process of integration is a result of a combination of many indicators and this review presents a complete picture of team integration for construction projects developed from past team integration research. It is hoped that the proposed framework will make a contribution by providing the necessary groundwork for further research and development in this area, with the aim of bridging the current gaps in the understanding of team integration in the construction management discipline.Originality/value - Although there is a diversity of current thinking on team integration practice in construction projects, there is currently no consolidated set of key indicators embedded in integration practice. This study achieves that while recognising a complex system of interdependency between some of the indicators. It further extends the team integration literature by providing deeper insights into the characterisation and importance of exercising and improving integration practice.

Team Identity and Performance-based Compensation Effects on Performance

literatinetwork@emeraldinsight.com (Janell L Blazovich) — Thu, 25 Apr 2013 00:00:00 +0100

Abstract

Purpose - This study investigates whether team members work harder and perform better when they are compensated based on both team and individual performance than either alone and whether teammates’ familiarity with one another influences the effectiveness of the compensation scheme. Design/methodology/approach - Methodology: Four-member ad hoc student teams repeatedly complete an interdependent task on the computer in an experiment which manipulates individual compensation plan, team compensation plan, and teammate familiarity. Findings - Results indicate that offering a combination of individual and team performance-based compensation results in comparable performance under both strong and weak team identity, suggesting that the lower productivity levels associated with weak team identity can be overcome with performance-based compensation. Research limitations/implications - The data are collected from an experimental game created to resemble one interdependent production environment, thus reducing the generalizability of the results. An experimental environment was chosen because it allowed testing of only the variables of interest – team compensation, individual compensation, and team identity, while holding other factors (i.e., task and compensation variation) constant. Practical implications - The results suggest that, regardless of team identity, firms can benefit from offering both team and individual performance-based compensation. Originality/value - This study examines individual and team compensation simultaneously, in contrast to studying each in isolation. Additionally, this study investigates whether teammate familiarity moderates the effect of performance-based compensation on performance.

Explaining bullying: Using theory to answer practical questions

literatinetwork@emeraldinsight.com (Céleste M. Brotheridge) — Thu, 25 Apr 2013 00:00:00 +0100

Abstract

Purpose - We attempt to build a practical understanding of the workplace bullying process through the perspective of multiple theories. Design/methodology/approach - We use theory to respond to practical questions that are likely to posed by practitioners. Findings - The answers to a number of practical questions are informed by multiple theoretical perspectives on workplace bullying. These questions include why people engage in and persist in bullying others, why certain individuals are targeted by bullies, how targets deal with bullying, and why bullying may be tolerated in organizations.Research limitations/implications - Researchers should consider multiple theoretical perspectives when attempting to understanding the bullying process.Practical implications - Although there are no simple answers, managers and human resource professionals can draw upon the insights that are presented as a means of planning multiple points of intervention in the bullying process.Originality/value - Originality/value – We build a bridge between theory and practice as a means of connecting researchers and managers. The sampling of theoretical perspectives that are employed answer relevant questions in a coherent manner and, in doing so, provide a unique way of understanding bullying.

Are Systems-Centered®¹ teams more collaborative, productive and creative?

Thu, 25 Apr 2013 00:00:00 +0100

Abstract

Purpose - Research from numerous theories shows teams’ information sharing and discussion enhances effectiveness. Likewise, team communication structure can increase information sharing, manage conflict productively, and foster creativity. However, the lack of a unifying theory hinders understanding of the disparate research findings. Agazarian aims to unify the field with her meta-theoretical, multi-level Theory of Living Human Systems (TLHS). Furthermore, her TLHS-derived Systems-Centered Training (SCT) presents an innovative structure to improve team performance. To test TLHS/SCT reliability and validity, this study compares the verbal process, productivity, and creativity of pre-existing work groups using SCT methods or Robert’s Rules of Order (RRO).Design/methodology/approach - The verbal characteristics, information sharing, productivity, and creativity in SCT and RRO teams were compared using the System for Analyzing Verbal Interaction (SAVI), Group Productivity Scale and Work Group Inventory.Findings - SCT teams, compared to groups using RRO, talked in ways more likely to transfer and integrate task-related information Furthermore, SCT teams were more productive, better performing, and more creative. Research limitations/implications - The study’s design does not permit cause-and-effect conclusions. Proposals for future research are made.Practical implications - The results suggest SCT methods improve team communication, collaboration, productivity, and creativity. Because this study examined "real-world" teams, the findings may apply to similar groups in business, government, and civic organizations. Originality/value - This paper suggests that SCT methods offer an innovative communication structure that can focus team resources effectively and rapidly, perhaps as a result of minimizing noisy, off-task communications and team conflict.

TEAMWORK EFFECTIVENESS FACTORS IN THE HEALTHCARE AND MANUFACTURING INDUSTRY: A study of most applied factors in intensive teams

Thu, 25 Apr 2013 00:00:00 +0100

Abstract

Purpose - Teamwork is one of the most powerful tools to ensure success across any activity. The purpose of this paper is to examine the factors that actively contribute to the effectiveness of teams. This research looks at two different types of teams: care delivery teams representing healthcare and improvement teams representing the manufacturing industry. The aim is to provide greater knowledge about the application of team work factors in different environments.Design/methodology/approach - Qualitative interviews about teamwork factors were conducted with 17 leaders of teams from healthcare and 22 leaders from manufacturing industries. The responses were categorized into different levels according to the application of each factor. Then, the factors were analyzed to draw conclusions about the different approaches to teamwork and their application.Findings - Most of the factors analyzed are highly applied in both sectors. However, we found significant differences between hospitals and the manufacturing industry when it comes to factors such as strategies, feedback on results, leadership, participation and communication.Originality/value - Measuring each factor in two different sectors (healthcare and industry) has yielded noteworthy findings and the best practices for their implementation.