Assessing the effectiveness of team-based structures in libraries

Bazirjian, Rosann; Stanley, Nancy

doi:10.1080/14649055.2001.10765761

Cited by 5 publications

(4 citation statements)

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“…However, their success relies on having individuals with self-management skills, including the ability to accept responsibilities (Andrés et al, 2015; Perry et al, 2013; Powell & Pazos, 2017), self-regulate (Millikin et al, 2010), self-motivate (Yang & Guy, 2004), exert effort (Driedonks, Gevers, & van Weele, 2014), and exhibit resilience during challenging times (Gray, 2012). We also found evidence that poorly performing SMTs often fail to accept responsibilities and continue to depend on upper management to make decisions for them (Bazirjian & Stanley, 2001; Nicholls, Lane, & Brechu, 1999; Wilson & Grey-Taylor, 1995).…”

Section: Resultsmentioning

confidence: 75%

“…D. Smith & Offodile, 2008). This relationship is stronger when individual and organizational goals are aligned (Bazirjian & Stanley, 2001; Bernstein et al, 2016; De Leede & Stoker, 1999; Moe et al, 2015; Scribner et al, 2007; Wageman, 1997). Other studies have uncovered that laack of clear goals impedes SMT performance (Elmuti, 1996; Heffron & Rerick, 1997; Kim & McNair, 2010; Moe, Dingsøyr, & Dybå, 2010) and may lead to frustration in the team (e.g., Kim & McNair, 2010).…”

Section: Resultsmentioning

confidence: 99%

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Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Magpili

Pazos

2017

Small Group Research

101

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Organizations need flexible and adaptable structures to thrive in an increasingly turbulent business environment. Self-managing team (SMT) structures have evolved as an optimal approach to increase flexibility and performance as evidenced by their documented proliferation in organizations. However, even with their broad organizational adoption, research shows inconsistencies concerning SMT’s potential to enhance performance. This review integrates prior empirical research on input factors that influence the successful implementation of high-performing SMTs. Using a prior team effectiveness framework as a lens, we conducted a systematic analysis of the literature to shed light into the variables at the individual, team, and organizational level that affect performance and successful implementation of SMT. The sample of studies resulted from an exhaustive search that included quantitative, qualitative, and mixed methods research. Last, we present gaps in the literature and propose future directions for research on SMTs.

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Section: Resultsmentioning

confidence: 75%

Section: Resultsmentioning

confidence: 99%

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Magpili

Pazos

2017

Small Group Research

101

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“…Today, self‐managed work teams are the most common overlay to the bureaucratic structure of large libraries. Some of these libraries, such as the ones at California State University at San Marcos, University of Arizona, or University of Kentucky have used the team approach for the entire library, others use teams only in a few departments like the technical services division at Pennsylvania State University Libraries (Bazirjian and Stanley, 2001).…”

Section: Strategies To Develop Kic Of Librariesmentioning

confidence: 99%

Developing knowledge innovation culture of libraries

Xiao-ping

Sun

2007

Library Management

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PurposeThe paper aims to focus on the definition, meaning and functions of knowledge innovation culture (KIC) of libraries, its influencing factors and some strategies to develop it.Design/methodology/approachThe paper gives a definition of KIC, discusses its meaning and functions, analyzes several influencing factors, and suggests some strategies and provides a case study.FindingsThe paper finds that the KIC of libraries is a kind of value, behavior and institutional system, which gains competitive advantages and sustainable development of libraries through knowledge creation. This kind of culture is different form traditional library culture and has several specific functions. Some factors like environment, resources and business may affect the development of KIC of libraries. Therefore, it is necessary for libraries to establish environment beneficial to knowledge innovation, enhance trust and cooperation within staffs, create a kind of learning culture, shape knowledge‐based team organization, enhance human resource development and cultivate knowledge innovation talents in order to build up KIC of libraries.Originality/valueThe paper demonstrates how libraries can develop KIC.

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“…A formal teams assessment survey was undertaken which was used to develop a structured environment in which the concerns could be addressed. A management system for performance was developed as a tool for re-engineering the teams and Bazirjian and Stanley (2001) include the forms used in the survey. In 1996 Griffith University Library, in Australia, undertook a major re-engineering of its technical services department, which resulted in a reduction from 34 to 17 staff.…”

Section: Managing Changementioning

confidence: 99%