When Does Teamwork Translate Into Improved Team Performance? A Resource Allocation Perspective

Porter, Christopher O. L. H.; Göğüş, Celile Itır; Yu, Race Chien-Feng

doi:10.1177/1046496409356319

Cited by 54 publications

(49 citation statements)

References 27 publications

(69 reference statements)

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“…Interdependence has also been linked to team members compensating for one another in times of fatigue or absence (Porter, Gogus, & Yu, 2010). This mutual performance monitoring and backup behavior which stems from structural interdependence thus reduces the risk of errors and incidents occurring in the surrounding team environment (Helmreich, Foushee, Benson, & Russini, 1986;McIntyre & Salas, 1995).…”

Section: Consequences Of Real Team and Co-acting Group Membershipmentioning

confidence: 99%

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Lyubovnikova

West

Dawson

et al. 2014

European Journal of Work and Organizational Psychology

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Article ReuseUnless indicated otherwise, fulltext items are protected by copyright with all rights reserved. The copyright exception in section 29 of the Copyright, Designs and Patents Act 1988 allows the making of a single copy solely for the purpose of non-commercial research or private study within the limits of fair dealing. The publisher or other rights-holder may allow further reproduction and re-use of this version -refer to the White Rose Research Online record for this item. Where records identify the publisher as the copyright holder, users can verify any specific terms of use on the publisher's website. TakedownIf you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing eprints@whiterose.ac.uk including the URL of the record and the reason for the withdrawal request. REAL TEAM AND CO-ACTING GROUP MEMBERSHIP 1 AbstractWhile theory on team membership is emerging, limited empirical attention has been paid to the effects of different types of team membership on outcomes. We propose that an important but overlooked distinction is that between membership of real teams and membership of coacting groups, with the former being characterized by members who report that their teams have shared objectives, structural interdependence and engage in team reflexivity. We hypothesize that real team membership will be associated with more positive individual and organizational level outcomes. These predictions were tested in the English National Health Service, using data from 62,733 respondents from 147 acute hospitals. The results revealed that individuals reporting the characteristics of real team membership, in comparison to those reporting the characteristics of co-acting group membership, witnessed fewer errors and incidents, experienced fewer work related injuries and illness, were less likely to be victims of violence and harassment, and were less likely to intend to leave their current employment.At the organizational level, hospitals with higher proportions of staff reporting the characteristics of real team membership had lower levels of patient mortality and sickness absence. The results suggest the need to clearly delineate real team membership in order to advance scientific understanding of the processes and outcomes of organizational teamwork.

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Section: Consequences Of Real Team and Co-acting Group Membershipmentioning

confidence: 99%

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Lyubovnikova

West

Dawson

et al. 2014

European Journal of Work and Organizational Psychology

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“…A good use of helping behavior would be when individuals have a legitimate need for help, meaning that they require assistance from other team members because of factors beyond their control (Porter et al, ). Team members have a legitimate need for and receive greater amounts of helping behavior when they have a workload that is significantly heavier than that of other team members (Barnes et al, ; Porter, Gogus, & Yu, ). This is especially true if they do not have sufficient resources to fulfill their share of the team's workload (Porter et al, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

We're all in this together…except for you: The effects of workload, performance feedback, and racial distance on helping behavior in teams

et al. 2012

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Summary We draw from social categorization theory and the actor–observer hypothesis to extend previous research regarding receiving high levels of help from team members. Specifically, we explore how a team member's performance feedback on how they handled a disproportionately heavy share of the team's workload and how their racial distance from the rest of their teammates affect the amount of helping that person receives from their teammates. Results from a laboratory study in which 79 teams worked on a computerized, decision‐making task demonstrated a three‐way interaction between workload, performance feedback, and the racial distance between the feedback recipient and the rest of their teammates. Racially distant negative feedback recipients who had a disproportionately heavy share of their team's workload received less help from teammates than their racially similar counterparts. Copyright © 2012 John Wiley & Sons, Ltd.

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“…Empreitada significa "interações de uma equipe com tarefas, ferramentas e máquinas e inclui esses esforços tradicionalmente associados ao desempenho da tarefa individual" (BOWERS et al, 1997, p. 90 apud PORTER;GOGUS;YU, 2010). Trabalho em equipe refere-se às "interações interpessoais entre os membros da equipe que são necessários para a troca de informações, o desenvolvimento e a manutenção de padrões de comunicação e a coordenação" (BOWERS et al, 1997, p. 90 apud PORTER; GOGUS; YU, 2010).…”

Section: Resultsunclassified

Trabalho em equipe e colaboração: oportunidades de pesquisa com estudantes de Design

Silva¹,

Heemann²

2016

Anais Do GAMPI Plural 2015

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ResumoA habilidade de trabalhar em equipes é exigida do Designer para sua atuação profissional e é exercitada durante sua trajetória acadêmica. Neste contexto, este artigo descreve uma Revisão Bibliográfica Sistemática realizada com o intuito de identificar oportunidades de pesquisa sobre a colaboração em equipes formadas por estudantes de Design. Foram selecionados quinze artigos representativos de áreas do conhecimento distintas, que ofereceram oportunidades de pesquisa. Com base nos resultados, é possível sugerir que as ênfases das pesquisas sobre trabalho em equipe de estudantes se relacionam ao desempenho da equipe, à eficácia do trabalho, à avaliação dos resultados e a aprendizagem do aluno.Palavras Chave: trabalho em equipe; Design; ensino superior. Abstract The skills for teamwork is required of the Designer for their professional performance and is developed during their academic trajectory. In this context, this paper describes a Systematic Literature Review conducted in order to identify research opportunities for collaboration in teams of Design students. We selected fifteen article representing different knowledge areas and which offered research opportunities. Based on the results, we suggest that the emphasis of the research in student staff relate to the team's performance, the effectiveness of the work, evaluation of results and student learning.Keywords: teamwork; Design; higher education. IntroduçãoO Design tem se mostrado um campo do conhecimento cada vez mais dinâmico, exigindo de seus profissionais múltiplas capacidades técnicas e comportamentais. Dentre estas capacidades, destaca-se o trabalho em equipe como premissa para facilitar o desenvolvimento de inovações, haja vista a maior possibilidade de geração de ideias em 5º GAMPI Plural, 2015, UNIVILLE, Joinville, SC

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When Does Teamwork Translate Into Improved Team Performance? A Resource Allocation Perspective

Cited by 54 publications

References 27 publications

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

We're all in this together…except for you: The effects of workload, performance feedback, and racial distance on helping behavior in teams

Trabalho em equipe e colaboração: oportunidades de pesquisa com estudantes de Design

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