Trust is an important asset in every profession, especially in those professions that are inherently dangerous. The majority of the scholarly research in the literature of trust and team's streams conceptualize trust as an antecedent of effective teams, where trust is necessary for teams to achieve their desired outcome. However, there has been little research that relates trust to high-performing teams, and no published research in academic journals describing how these high-performing teams build and maintain trust. Trust is essential to military teams and especially the elite Special Operation Forces teams. While reviewing the literature, a gap was found as it relates to the exploration of building and maintaining trust within high-performance teams. The research questions were as follows: How do you build trust and how do you maintain trust, within high-performance teams? This study systematically reviewed the empirical literature on the relationship between team performance and trust, specifically amongst high-performing teams. A grounded theory methodology was appropriate for this research because twenty-six special operation forces members were interviewed using semi-structured open-ended guided questions. The population consisted of special operation forces members with a minimum of eight years of experience and who had experience serving in combat. Data analysis followed the Percy, Kostere, and Kostere (2015) formulated step-by-step procedure for inductive analysis. The findings revealed five themes related to building trust: (a) proficiency (b) attitude, (c) humility, (d) values, and (e) motivation. There was also the reveal of four themes related to maintaining trust: (a) to suffer together is to grow together, (b) the willingness to experience failure, (c) self-discipline, and (d) resilience. To verify these themes, a set of follow-up questions were asked to see if the inverse themes would prevent trust, these were the themes that developed: (a) lack of self-discipline, (b) unreliability, (c) lack of motivation, and (d) arrogance. The operators shared what culture they felt their teams provided in order to facilitate trust, and these were the themes: (a) transparency, (b) communication, and (c) respect. All participants disclosed that they trusted their teammates and that they were willing to make the ultimate sacrifice for their team, the mission and this country. / Business Administration/Strategic Management

Made available in DSpace on 2015-05-08T14:53:32Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 3725531 bytes, checksum: fb53b2f0a939e9212f1f70cf703d6fef (MD5) Previous issue date: 2013-08-30 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Knowledge management in the corporate world has become a great opportunity for companies who observe this intangible resource (knowledge) a competitive advantage for sustainable success of the organization. The current business environment in a new way of operating, trying different scenarios before the existing evidence of the importance of knowledge in its various forms, to achieve these results. Thus, the process of knowledge creation is increasingly a premise in organizations as an aid in the formation and sustainability teams. This study aimed to analyze the construction of knowledge in a distributor of electricity in high performance teams.The methodology adopted in this case study was the use of document analysis, observation and interviews to validate the process of construction of knowledge according to authors Nonaka and Takeuchi, as well as the indirect measurement of knowledge using the Balanced Scorecard Kaplan and Norton. In addition, a questionnaire was applied with closed questions for measuring the maturity of the team, according to the model Dyer.In conclusion, this study showed that the organizational process of the teams is a facilitator in the knowledge conversion, where models of knowledge conversion would welcome the creation of organizational knowledge. In this context, the indirect measurement of knowledge using the BSC, revealed an evolution of performance indicators in the study area by 90 %, representing a significant contribution to the results obtained in the measurement of knowledge to evaluate the performance of the teams. In this respect, according to the model Dyer presented the results were significant and signaled teams mature and high performance. Thus, the present study allowed as in the construction of knowledge, from the SECI process, the routine of high performance teams in a power utility. / A Gestão do Conhecimento no mundo corporativo tornou-se uma grande oportunidade para companhias que observam neste recurso intangível (conhecimento) um diferencial competitivo para o sucesso sustentável da organização. O atual ambiente de negócios na sua nova forma de operação, buscando cenários distintos dos antes existentes, evidencia a importância do conhecimento, em suas várias formas, para alcançar esses resultados. Desta forma, o processo de criação do conhecimento é cada vez mais uma premissa nas organizações como auxílio na formação e sustentabilidade de equipes. Este trabalho tem objetivo analisar a construção do conhecimento em uma distribuidora de energia elétrica em equipes de alta performance. A metodologia adotada neste estudo de caso foi à utilização de análise documental, observação e entrevistas para validar o processo de construção do conhecimento segundo Nonaka e Takeuchi, como também a medição indireta do conhecimento utilizando o Balanced Scorecard de Kaplan de Norton. Além disso, foi aplicado um questionário com questões fechadas para medição da maturidade das equipes, segundo o modelo de Dyer. Como conclusão, este trabalho mostrou que o processo organizacional de formação das equipes é um facilitador na conversão do conhecimento, onde os modelos de conversão do conhecimento mostraram-se favoráveis a criação do conhecimento organizacional. Neste contexto, a medição indireta do conhecimento utilizando o BSC, revelou uma evolução de performance dos indicadores da área estudada em 90%, representando uma contribuição significativa dos resultados obtidos na mensuração do conhecimento com a avaliação do desempenho das equipes. Neste aspecto, segundo o modelo de Dyer os resultados apresentados foram expressivos e sinalizaram para equipes maduras e de elevado desempenho. Dessa forma, a pesquisa permitiu apresentar como acontece a construção do conhecimento, a partir do processo SECI, na rotina de equipes de alto desempenho em uma concessionária de energia elétrica.

Made available in DSpace on 2016-08-02T21:42:48Z (GMT). No. of bitstreams: 1 LUCERGIO CINACHI.pdf: 372892 bytes, checksum: 6e7038058d0a6d16a067c46d4b8739f2 (MD5) Previous issue date: 2008-03-06 / This work has for objective to investigate the influence of the managerial processes, more properly, of the managerial processes of business, also called commercial, in the formation of high performance teams. Likewise, the sales teams of a credit and discount cards are the provider of the data for this study. Because the managerial processes are integral part of the organizational culture of the company, the theme organizational culture is approached and reviews. It is also revised the team concept, especially your constituent elements, that characterize them and distinguish them among the classic types. In the same way, it is approached the concept of managerial processes and their more important constituents to the present dissertation. Of the intersection among the concepts of organizational culture, or more properly of the managerial processes of business, of the concept of high performance teams and of organizational strategies, it tried to provide a better understanding on the influence that such managerial processes were able to exercise in the formation and in the existence of high performance teams. The importance of this study is expressed through the constant need of the use, more and more rational, of the human resources in the companies, mainly regarding the organization of workers in teams. The used methodology was the one of the observation and analysis, where the researcher through the study of each work process and of the behavior of the teams in relation to those processes, of the desired results for each one of them, of the indeed gotten and of the effect of the processes in the teams, he gathered the information which now presented.(AU) / Este trabalho tem por objetivo investigar a influência dos processos empresariais, mais propriamente, dos processos empresariais de negócios, também chamados de comerciais, na formação de equipes de alto desempenho. Igualmente, têm-se como provedoras de dados as equipes de vendas ligadas a uma empresa administradora de cartões de crédito e de desconto. Visto que os processos empresariais são parte integrante da cultura organizacional da empresa, o tema cultura organizacional é abordado e revisto. Revisa-se também o conceito de equipe, notadamente seus elementos constituintes, que as caracterizam e as distinguem entre os tipos clássicos. Do mesmo modo, trabalha-se o conceito de processos empresariais e seus constituintes de maior importância para a presente dissertação. Da intersecção entre os conceitos de cultura organizacional, ou mais propriamente dos processos empresariais do comércio, do conceito de alto desempenho em equipes e de estratégias organizacionais, procurou-se prover um melhor entendimento sobre a influência que tais processos empresariais poderiam exercer na formação e na existência de equipes de alto desempenho. A importância deste estudo é expressa por intermédio da premente necessidade da utilização, cada vez mais racional, dos recursos humanos nas empresas, principalmente no que tange a organização dos trabalhadores em equipes. A metodologia utilizada foi a da observação e análise, onde o pesquisador através do estudo de cada processo de trabalho e do comportamento das equipes em relação a esses processos, dos resultados almejados para cada um deles, dos efetivamente conseguidos e do efeito dos processos nas equipes, colheu as informações ora apresentadas.(AU)

Vad är hemligheterna bland världens bästa och mest framgångsrika verksamheter? Vad gör dessa högpresterande företag, organisationer och idrottslag för att skapa framgångsrika kulturer som efterlever den vision, mål och värderingar som utformats? I en förstudie som gjordes till detta examensarbete av studiens författare på det undersökta fallföretag Skanska Sverige AB år 2019, bedömde de intervjuade nyckelpersoner behovet av att ”nå ändå ut” med sina riktlinjer och få sina medarbetare att följa vision, mål och värderingar vara en högst central och betydelsefull kunskap. Denna problematik förekommer inte enbart i det undersökta fallföretaget Skanska, utan forskare såsom Schein (2004) och Wadström (2014) påpekar att det är bland de största utmaningarna och svårigheterna i dagens organisationer.  Syftet med denna studie är att öka kunskapen och förståelsen hur företag kan få sina medarbetare att efterleva företagets vision, mål och värderingar. Examensarbetet ingriper en omfattande litteraturstudie som undersöker vad tidigare forskning visar hur företag kan få sina medarbetare att efterleva företagets vision, mål och värderingar. Från litteraturstudien utvecklas en analysmodell vilket används som teoretisk referensram till den kvalitativa intervjustudie som görs på 18 stycken medarbetare på Skanska Väg och Anläggning Norr Umeå. Den kvalitativa intervjustudien görs semistrukturerad i syfte att fånga åsikter och erfarenheter från respondenternas eget perspektiv. Resultatet från intervjustudien jämförs sedan och analyseras med stöd av litteraturen från tidigare forskning.   Studiens resultat visar att både tidigare forskning och medarbetarnas perspektiv från intervjustudien åskådliggör att företag kan skapa gynnsammare förutsättningar för sina medarbetare att efterleva företagets vision, mål och värderingar genom att medarbetarna får uppleva ansvar och en delaktighet i sin arbetsroll. Även ledarnas fysiska och psykiska närvaro visar sig i tidigare forskning och i intervjurespondenternas perspektiv vara väsentligt i företags strävande att få sina medarbetare att efterleva företagets vision, mål och värderingar, detta eftersom ledarna är en förebild och symbol för de agerande och beteenden som gäller i företaget. Tidigare forskning och studiens intervjuresultat visar likaså att ett företag som verkligen har ambitionen att ens medarbetare ska leva efter sina löften måste bryta ned vision, mål och värderingar till något konkret, vad människor ska göra, det vill säga beteenden, och dessa måste kontinuerligt följas upp. En nyckel för att få sina medarbetare att efterleva företagets vision, mål och värderingar visar studiens litteratur vara i ökningen av antalet kvalitativa uppföljningsmöten, återkopplingsmöten och erfarenhetsåterföringsmöten gentemot planeringsmöten. Vid sidan om en väl genomarbetad strategi gäller det att titta på det faktiska resultatet, ta reda på vad som kan göras bättre och utifrån detta korrigera och ta fram ett idealläge som gör den påtagliga skillnaden. Följaktligen, hade det varit intressant att se framtida forskning studera hur implementering och effektivisering av uppföljning och erfarenhetsåterföring kan genomföras i en organisation. / What are the secrets among the world’s best and most successful businesses? What do these high-performing companies, organisations and sports teams do to create successful cultures that live up to the vision, goals and values ​​that have been designed? In a pilot study carried out for this thesis by the study’s author at the investigated case company Skanska Sverige AB in 2019, key interviewees assessed the need to “reach out” with their guidelines and get their employees to follow vision, goals and values to be a highly central and significant knowledge. This problem does not only occur in the researched case company Skanska, but researchers such as Schein (2004) and Wadström (2014) point out that it is among the biggest challenges and difficulties in today’s organisations.  The purpose of this study is to increase knowledge and understanding of how companies can make their employees live up to the company’s vision, goals and values. The Master thesis involves an extensive literature study that examines what previous research shows how companies can make their employees live up to the company’s vision, goals and values. From the literature study, an analysis model is developed, which is used as a theoretical frame of reference for the qualitative interview study conducted on 18 employees at Skanska Väg och Anläggning Norr Umeå. The qualitative interview study is semi-structured in order to capture opinions and experiences from the respondents’ own perspective. The results from the interview study are then compared and analysed with support of the literature from previous research.  The results of the study show that both previous research and the employees’ perspective from the interview study illustrates that companies can create more favourable conditions for their employees to live up to the company’s vision, goals and values by allowing employees to experience responsibility and participation in their work role. The leaders’ physical and mental presence also proves in previous research and in the interview respondents’ perspective to be essential in companies’ efforts to get their employees to live up to the company’s vision, goals and values, as the leaders are a role model and symbol for the actions and behaviours in the company. Previous research and the study’s interview results also show that a company that really has ambitions to live up to its promises must break down vision, goals and values ​​into something concrete, what people should do, namely behaviours, and these must be continuously followed up. A key to getting their employees to live up to the company’s vision, goals and values is shown by the literature study to be in the increase in the numbers of qualitative follow-up meetings, feedback meetings and experience feedback meetings in relation to planning meetings. In addition to a well-developed strategy, it is important to look at the actual result, find out what can be done better and based on this, correct and develop an ideal situation that makes the tangible difference. Consequently, it would have been interesting to see future research study how implementation and streamlining of follow-up and experience feedback can be carried out in an organisation.