Enabling team wellness: monitoring and maintaining teams after start‐up

Groesbeck, Richard L.; Aken, Eileen M. Van

doi:10.1108/13527590110389556

Cited by 18 publications

(6 citation statements)

References 15 publications

(17 reference statements)

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“…However, the input-processoutput (I-P-O) model is the most common framework used to explain the way in which team-design elements interact to enable effective team outcomes (Barrick, Stewart, Neubert & Mount, 1998;Campion et al, 1993;Groesbeck & Van Aken, 2001). The I-P-O model proposes that a variety of inputs combine to influence intra-group processes, which in turn affect team outputs.…”

Section: Intra-group Processes and Effective Teamsmentioning

confidence: 99%

The impact of intra-group processes on family business success

Farrington

Venter

Boshoff

2011

SAJEMS

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Interpersonal ties and intra-group processes influence the ability of people to work together effectively as teams. In the context of the family business team, intra-group processes describe the interaction that takes place between the family members and the resultant psychological climate that exists in the family business. Given the increasing number of sibling teams among family businesses, as well as the challenges they face as team members, this study focuses on sibling teams in family businesses and the intra-group processes that influence their success. The primary objective of this study is to identify and empirically test the intragroup processes influencing the effectiveness of sibling partnerships. A structured questionnaire was distributed to 1323 sibling partner respondents. The respondents were identified by means of a convenience snowball sampling technique, and the data were collected from 371 usable questionnaires. The empirical findings of this study show that the sibling relationship and fairness are important determinants of sibling team effectiveness.

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Section: Intra-group Processes and Effective Teamsmentioning

confidence: 99%

The impact of intra-group processes on family business success

Farrington

Venter

Boshoff

2011

SAJEMS

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“…Moderatorsintegration's human component factors: understanding of and belief in integration were evaluated through three items adapted from Groesbeck [65] and three items adapted from Erez and Early (1997), respectively.…”

Section: Independent Variables Integration's Technical Component Facmentioning

confidence: 99%

Improving Quality of Care Through Integration in a Hospital Setting: A Human Systems Integration Approach

Glover

Naveh

et al. 2017

IEEE Trans. Eng. Manage.

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While many studies suggest that integration is positively associated with improved quality of care, others assert that this may not be so. The inconsistent success of integration to improve performance is not limited to healthcare operations, but is prevalent in operations and engineering management in general. We suggest that this inconsistency exists because many integration studies examine technical components of integration, but not human components of integration. We use recent works on the theory of Human Systems Integration (HSI) to explain how the technical components of a system, examined through formal integrative practices and informal integrative practices, and the human components of a system, examined through belief in integration and understanding of integration, interact to influence quality of care. In a study of 34 hospital departments, we found strong support for the interaction between the technical and human components, such that formal integrative practices are associated with higher quality of care when understanding of integration is high rather than low as we theoretically suggest. Unexpectedly, our results also suggest that not all integration practices influence quality of care; we discuss the implications of these findings for practice and future research applications. High understanding of integration Low understanding of integration

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“…Hartley (1997) suggests that communication is often ad hoc unless ground rules are drawn up at the beginning. The importance of ground rules in collaborative knowledge sharing, managing personalities, and monitoring and maintaining teams was emphasised by other researchers (e. g., Bock, Kankanhalli, & Sharma, 2006;Driskell, Goodwin, Salas, & O'Shea, 2006;Groesbeck & Van Aken, 2001). …”

Section: Team Working Literaturementioning

confidence: 99%

“…Research in a telecommunications organisation showed that providing members of the team with information, training, and skills enhanced the common perceptions of their working environment, which led to developing common ground rules and performance measures, aiding improved "team wellness" (Groesbeck & Van Aken, 2001). Ground rules are an expression of shared ex-pectations of membership, also known as norms and standards, representing the culture of the team, which contribute to the norming stage of a team.…”

Section: Team Working Literaturementioning

confidence: 99%

Ground Rules in Team Projects: Findings from a Prototype System to Support Students

Whatley¹

2009

InSITE Conference

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Executive SummaryStudent team project work in higher education is one of the best ways to develop team working skills at the same time as learning about the subject matter. As today's students require the freedom to learn at times and places that better match their lifestyles, there is a need for any support for team project work to be also available online. Team working requires that the task roles as well as the maintenance roles are taken into consideration, in that social interactions are just as important as carrying out the tasks of the project.The literature indicates that groupware, whilst effective in supporting the task roles, provides limited support for the maintenance roles of team working in the work place. As groupware was not specifically designed for student team working, it provides limited support for maintenance roles in student team projects. Virtual learning environments similarly provide support for completing the task roles. Many researchers have found that students experience difficulties with their team project work that reduce the perceived benefits of working in a team. It is proposed that helping students to agree on ground rules at the start of a project will improve team cohesion. This paper describes the implementation and evaluation of a prototype system to help students to agree on ground rules as they start their team projects. The system was tested with teams of students carrying out information systems team projects, using an interpretive case study research approach. In this case the teams had the additional problem of being composed of students from across three years of their undergraduate degree programmes, so they did not always have prior knowledge of each other's preferences. We were trying to establish how useful this software tool would be to these student teams, in starting their project work.The findings showed that some of the student teams did find the ground rules function useful, but the team leaders were the ones who most appreciated its potential. The students may use the outputs in very different ways, but even just looking at the ground rules appeared to get team members thinking about their expectations for team working. Student teams do not often start by thinking about norms, but this study shows a positive benefit of encouraging teams to agree on ground rules at the start of their projects.

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Enabling team wellness: monitoring and maintaining teams after start‐up

Cited by 18 publications

References 15 publications

The impact of intra-group processes on family business success

The impact of intra-group processes on family business success

Improving Quality of Care Through Integration in a Hospital Setting: A Human Systems Integration Approach

Ground Rules in Team Projects: Findings from a Prototype System to Support Students

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