Towards high performance software teamwork

Weimar, Emily; Nugroho, Ariadi; Visser, Joost; Plaat, Aske

doi:10.1145/2460999.2461030

Cited by 11 publications

(19 citation statements)

References 27 publications

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“…As per Salas,(2008); Sudhakar (2011), Weimar (2013, team performance is one of the multidimensional and common phenomenon for any organization. Although the concept of team performance has been studied a lot by different academicians and researchers, there is unanimous agreement on its definition and measurement criteria.…”

Section: Team Performancementioning

confidence: 99%

Transformational leadership style: a boost or hindrance to team performance in IT sector

Jaroliya

Gyanchandani²

2021

XJM

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Purpose A leader plays an important role in the growth of an organization. The leader is a person who influences the standards, structure, culture and behaviour of the individuals employed in the organization. A leader also has effects on the result and productivity of teams. The purpose of this paper is to analyze the effect of transformational leadership style on team performance. This paper will also analyze the existence of a relationship between transformational leadership style and team performance. Design/methodology/approach For this study, the researcher collected the data from 354 individuals employed in IT organizations in Pune. The team members answered questions asked about the transformational leadership style, and the team leaders answered questions related to team performance. The data has been analyzed using the latest available version of Statistical Product and Service Solutions. Findings The results of this examination suggest that there is strong and positive relationship between the transformational leadership style and team performance. Further, it was also found that transformational leader helps in a great way in improving team performance which in turn increases the organization’s productivity. Research limitations/implications Few limitations of this research work are that the data collected for this research work is non-cognitive in nature and simultaneously respondents may incline to evaluate the positive facets of opinion poll more propitiously than negative facets. Secondly, the data have been collected only from companies located in Pune. Practical implications This research study provides empirical data that will be helpful for human resources department of an organization, as it can help them in the development of policies and practices. It will also provide help leaders to support employees who are seeking effective ways to support struggling employees in context to their team performance. Originality/value The present study can be differentiated from past studies, as it thinks over an ensemble of transformational leadership style as an essential antecedent of team performance and also enhances the knowledge of the researchers and practitioners about the leadership style that upshot to the team performance. This will also help the managers, researchers, organizational development specialist and employees who are seeking effective ways to support struggling employees in context to their team performance.

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Section: Team Performancementioning

confidence: 99%

Transformational leadership style: a boost or hindrance to team performance in IT sector

Jaroliya

Gyanchandani²

2021

XJM

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“…There is a common agreement on the main features of a project team as being a group of people with complementary skills, roles and responsibilities, who interact in a broader organizational system in order to reach common goals through the performance of interdependent tasks (Kozlowski and Ilgen, 2006;Salas et al, 2008;Weimar et al, 2013). Often a project team is characterized by a common approach and by mutual accountability (Moura et al, 2014).…”

Section: Toward Teams' and Their Members' Performancementioning

confidence: 99%

“…The outputs of performance represent judgments about effectiveness (toward quality) and efficiency (team's performance processes in achieving desirable standards) (Kozlowski and Ilgen, 2006;Salas et al, 2008). In IS projects, team performance can be assessed by the team's ability to attain the aimed level of product quality, time and costs (Sudhakar et al, 2011;Weimar et al, 2013).…”

Section: High-performing Teamsmentioning

confidence: 99%

“…Teamwork is fundamental to achieving high-productivity levels in information systems (IS) projects (Sudhakar et al, 2011), since these projects typically: (1) are complex and uncertain (Morcov et al, 2020); (2) involve creative processes and cross-functional tasks (Weimar et al, 2013); (3) require team capability, efficient use of resources (Tam et al, 2020) and involve significant investments (Kappelman et al, 2019); and (4) require substantial cooperation (Salas et al, 2008). Thus, human resources play a unique role in social-technical systems (Tao et al, 2020) because effective teamwork and productivity are closely related (Castka et al, 2001;Sudhakar et al, 2011;Salas et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Information systems project team members: factors for high performance

Moura

Domínguez

Varajão

2021

TQM

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PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

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“…Software development projects rely on expertise in producing quality software products [180,229]. Expertise is a critical resource and it is important to ensure the presence of sufficient knowledge and skills for software development teams [54].…”

Section: Expertise Coordination In Software Developmentmentioning

confidence: 99%

Expertise Coordination for Agile Software Development Projects

Rejab¹

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<p>Agile software development projects rely on the diversity of team members’ expertise. This expertise, however, is not adequate on its own: it is important to leverage available expertise through expertise coordination. Expertise coordination requires team members to rely on each other for recognizing who has particular expertise, when and where they are needed, and how to access the expertise effectively. Agile teams also need to rely on outside expertise such as user experience designers, architects, and database administrators. This thesis presents a theory of expertise coordination in Agile Software Development projects. We employed semi-structured interviews, observations, and document analysis in a Grounded Theory study involving 48 Agile practitioners and external specialists. This study discovered three main categories of expertise coordination: processes of expertise coordination, strategies of managing external expertise, and management roles in supporting expertise coordination. The theory provides a new insight into how Agile teams coordinate internal and external expertise, how they utilize external specialists and outsourcers’ expertise, and how management can support expertise coordination.</p>

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Towards high performance software teamwork

Cited by 11 publications

References 27 publications

Transformational leadership style: a boost or hindrance to team performance in IT sector

Transformational leadership style: a boost or hindrance to team performance in IT sector

Information systems project team members: factors for high performance

Expertise Coordination for Agile Software Development Projects

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