Performance and efficacy are reciprocally causal; however, the effect of performance on subsequent perceptions of efficacy has received little attention, especially in the context of team training. In addition, the moderating effect of feedback accuracy on the relationship between team performance and team-efficacy is largely unexplored. As such, the objective of the present study was to investigate the relationship between team performance and team-efficacy in the context of after-action reviews (AARs). Specifically, this study examined the conjoint influence of (a) the accuracy of performance feedback available to trainees during AARs, and (b) time on the predictive validity of team performance on team-efficacy. Data were obtained from 492 undergraduate students assigned to 123 teams in a 5 hr team training protocol using a 3 (training condition: non-AAR, versus subjective AAR, versus objective AAR) x 3 (sessions) repeated measures design. Contrary to the first set of hypotheses, the positive relationship between performance and efficacy was strongest for teams trained without AARs and weakest for teams trained using subjective AARs. Although team-efficacy was predicted more strongly by more proximal team performance than by more distal team performance, this pattern of results was found only for teams trained either without AARs or with objective AARs. The predictive validity of performance on efficacy decreased as performance episodes became more proximal among teams trained using subjective AARs. Finally, within-team agreement of team-efficacy ratings decreased over time for teams that engaged in AARs and remained constant over time for teams that did not engage in AARs. The theoretical and practical implications of these findings are discussed. It is anticipated that this research will provide insight into the roles of feedback accuracy and time in the performance-efficacy relationship and provide guidance to researchers and practitioners in effectively integrating AAR design characteristics into team training environments.

Bakgrund: Smärta från rörelseorganen ligger bakom många sjukskrivningar. För att stärka den medicinska rehabiliteringen gjorde Socialdepartementet en överenskommelse med Sveriges kommuner och landsting 2008; Rehabgarantin. Den insats som skulle få prestationsersättning var multimodal rehabilitering. I Landstinget Dalarna har man startat multimodala team med resurser från Rehabgarantin i primärvården. Denna uppsats beskriver ett sådant teams uppbyggnad och faktorer som personal uppfattar som viktiga för teamets uppbyggnad och arbete. Syfte: Syftet med förändringsarbetet är att patienter med långvarig värk ska få ett snabbt och adekvat omhändertagande av ett team som har kunskaper och erfarenhet av att jobba tillsammans. Studiefrågor: Vilka effekter för patienterna kan kopplas till ansatsen att skapa multimodal rehabilitering på en primärvårdspraktik? Vilka faktorer, upplever personal på vårdcentralen, har påverkat skapandet av ett smärtteam på vårdcentralen? Metod: En blandad studie med flera metoder för datainsamling. Öppen intervju med personal, strukturerad telefonintervju med patienter och journalgranskning. Resultat: Smärtteamet har lyckats påverka arbetsåtergången och patienterna har en positiv upplevelse av genomförandet av rehabiliteringen där de varit med och skapat en rehabiliteringsplan. De faktorer som personal upplever har påverkat smärtteamets uppbyggnad är: syfte, mätningar, patientcentrering, samarbete, miljö, engagemang, information, stöd från ledning och tid. Diskussion: Oavsett om man fokuserar på ett teams uppbyggnad eller generellt på ett förbättringsarbete återkommer vissa faktorer som viktiga. Här ingår en tydlig plan för arbetet där delta-garna ställer sig bakom syftet med det arbete som man i teamet ska utföra och kontinuerliga mät-ningar för att öka engagemanget för deltagarna i arbetet och de som direkt eller indirekt berörs av arbetet. Vidare finns det en vinst att skapa sig en gemensam bild av vad vi tillsammans ska uppnå. Vidare forskning behövs av effekterna av teamarbete med smärtpatienter. Patientnytta och eko-nomiska konsekvenser behöver kartläggas. Är multimodal rehabilitering det bästa alternativet eller kan intermediär rehabilitering vara ett alternativ för små enheter? / Background: Pain from the musculoskeletal system is the cause of sick leave. To reinforce the medical rehabilitation the Social Ministries did an agreement with Sweden's municipalities and county councils 2008; the rehab warranty. The effort that would receive performance bonuses was multimodal rehabilitation. In the county council of Dalarna they have been starting multi-modal teams of the resources of the rehab warranty. This thesis describes the start of one of these teams and factors that staff perceived important for teambuilding and work. Purpose: Aim for the improvement: Patients with chronic pain should receive prompt and adequate care from a team that has experience and knowledge to work together. Study questions: What effects for the patients can be connected to the attempts to create multi-modal rehabilitation in a primary care practice? What factors, experienced by staff at the centre, has influenced the creation of the pain team at the centre? Method: A mixed methods study with several methods for collecting results. Open interviews with personnel, structured telephone interviews with patients and journal review. Results: The pain team has managed to influence patients’ possibilities to return to work. Patients perceived the rehabilitation process positively when they could participate in the care in the making of a rehab plan. The factors that staff experience has affected team building were: purpose, measurements, patient centeredness, cooperation, environment, commitment, information, support from management, and time. Discussion: Whether you focus on team-building or on improvement work some factors remain important. Among these factors are a clear plan for the work that the participants align to and continuous measurements to increase the engagement for the participants in the team and others that is affected of the teams work. Further research is needed about teamwork in rehabilitation of pain patients and the economic consequences it brings. Is it multimodal rehabilitation that gives good effects or could intermediate rehabilitation be an alternative for small organisations?

Team är en arbetsform som har funnits en tid tillbaka i historien men inte alltid under benämningen team. På senare år förekommer även team som arbetsform inom den offentliga sektorn och dess fördelar har uppmärksammats inom vården. World Health Organization förespråkar ett teamarbete med olika yrkesprofessioner för att patienten ska ses utifrån olika perspektiv vilket enligt dem bidrar till vinster både för patienten och verksamheten. Denna uppsats bidrar till att synliggöra detta då en intervjustudie har genomförts i vården med syftet att undersöka de anställdas erfarenhet av att arbeta i team samt att ta reda på teamets betydelse för lärandet. Sex stycken samtalsintervjuer genomfördes med teammedlemmar från skilda yrkesprofessioner och olika verksamheter inom vården. De teorier som tillämpas är Kolbs teori om erfarenhetsbaserat lärande, Dixons teori om dialog samt Schöns teori om reflektion. Teamarbetet skapar möjlighet att tillsammans med hjälp av olika kompetenser ge patienterna en bättre vård vilket också är teamets mål. Arbetsuppgifterna bygger på teamets gemensamma behandling av patienten vilket gör att teamet har stor betydelse för respondenternas arbete. Problem med teamarbetet är när det uppstår samarbetsvårigheter eller slitningar i teamet. I teamet lär de sig tillsammans av varandras kompetenser och skapar gemensamma kunskaper. Tillfällen till diskussion och reflektion leder till ett erfarenhetsutbyte som i sin tur leder till ett kollektivt lärande i teamet.

The main aim of this study was to test and ascertain, objectively, theexistence/occurrence of the phenomenon of Synergy in teams. To do this, the results of anonline course in Umea University, where students are invariably required to do a bunch ofindividual as well as team assignments, were analysed: the idea was to compare the marksobtained by the students in their team assignments with their marks in their individualassignments and to check if there was a reasonably good number of instances where the teammark was higher than the highest individual mark in that particular team. The basicassumption was that in case the team mark of a team was higher than the highest individualmark in that team, then, it can be presumed that synergy has taken place in that team for thatparticular team assignment. And, given a reasonably large sample of teams, it would beinstructive to see what percentage of groups/teams actually show synergy. In case a goodnumber of teams show such results then we could conclude that there was objective evidencein favour of the synergy. In case our analysis brought to fore such results then it would benatural to take the study one step ahead and test a broad causal relationship of synergy withthe complexity/difficulty of task at hand.After analysing the results of about 387 students, who worked in about 104 teams, itwas found that about 69.23% teams scored higher than the highest scoring individual; 93.26%teams faired better than the average score of team members; and, 98.07% teams can be said tohave performed better if compared to the lowest individual score.Further, one level below, when team-score and individual-score were compared acrossdifferent team and individual tasks (Case Studies), it still came to fore that teams hadoutperformed the individuals. And, when a single student’s marks in his team assignmentswere compared with his marks in his individual assignments, in five out of six comparisons itwas found that the team mark was convincingly higher than the individual mark.All these results strongly indicated the existence/occurrence of synergy in teams.In addition to this, an experiment on two teams of students was also performed toshow that synergy was more likely to happen if the task at hand was complex/ difficult. Theresults of this experiment seemed to corroborate the contention of the researchers.Keywords: Project Management, Team, Team Work, Individual work, Synergy

In these years, corporations have valued the cooperation among departments in their organizations. Team members from cross-functional teams composed of different functional areas have frequent communication due to the need for cooperation and support by each other. A well-performed team relies on effective communication and such interactive behavior between team members. These team members come from different departments or functions, which results in the variations in team members¡¦ standpoint and ways of doing things, but these make the teams more flexible and diversified. On the other hand, each department¡¦s sectionalism and patterns of behavior by usual practices cause the cross-functional teams¡¦ barrier of communication. Thus, this study applies the concept about the classification of teams raised by Larson & Frank (1989), and to study the issue of teamwork effectiveness of cross-functional teams through the qualitative interview method, and further to bring up conclusion and suggestion towards cross-functional teamwork. This study considers the inter-dependence between cross-functional team members, need for innovation of team¡¦s task, and organizational support as three dimensions to generalize the managerial implications in the respect of the performance of teamwork. In sum, under general conditions, ¡§the autonomy of teamwork¡¨ and ¡§the clarity of team¡¦s task¡¨ both could be coordinated to improve the performance of teamwork, however , ¡§the trust among team members¡¨ is both a necessary factor and basis to facilitate the communication and coordination in cross-functional teams and on which teams could work smoothly. Corporate culture and team leader would also influence communication among team members, therefore organization should build a free, open, and respectful communication environment. In addition, organization should empower team members with enough authority which helps team members exert their influence while communicating with other department. Besides, as a vital role of guiding, facilitating, and coordinating cross-department cooperation, the team leader boosts team¡¦s morale, provides decision-making support, and motivate team members to achieve team¡¦s goal. If necessary, team leaders should make good use of their ability of coordination to raise team members¡¦ coherence to their team, and further to help team members to reach an agreement.

This study investigates whether team members work harder and perform better when they are compensated based on both team and individual performance than when compensated based on team or individual performance alone and whether teammates? familiarity with one another influences the effectiveness of the compensation scheme. Four-member ad hoc student teams repeatedly complete an interdependent task on the computer in an experiment in which I manipulate individual compensation plan (flat wage or performance-based incentives), team compensation plan (flat wage or performance-based incentives), and teammate familiarity (identified teammates with pre-experiment interaction ? strong id or unidentified teammates with no pre-experiment interaction ? weak id). Results indicate that while the combination of team and individual performance-based compensation results in the highest performance, the incremental performance boost is higher from the first performance-based reward strategy, regardless of whether it is team or individual. Under both strong and weak identity, offering a combination of individual and team performance-based compensation results in comparable performance, suggesting that lower productivity levels associated with low team identity can be overcome with performance-based compensation. Together these results suggest that, regardless of team identity, firms can benefit from offering both team and individual performance-based compensation. However, companies should understand that the performance bump may be smaller from the second performance-based scheme.

It is known that imagination causes creation. However, in an enterprise, creation may be achieved by the communication and sharing opinions among the members of the team. Working in the complicated working environment, it is the team rather than the individual that plays a vital role in the generation of the innovation. There is a lack in the academic area of the investigation the team work containing the process of the interaction within the group. Until 2001, Hoegl and Gemuenden brought a new concept called TeamWork Qauility (TWQ), which emphasizes that the quality of the interaction in the group determines whether the creation will succeed or not. Moreover, since the organizational innovative climate largely affects the team¡¦s innovation performance, playfulness in the working place is gradually being noticed. The research applied from Yu , Ping and Wu, Ji-Jing (2003) defines team playfulness climate as a kind of internal working environment which is formed by personal interaction and relation. With this open and joyful atmosphere, people can feel safe and joyful to explore anything related to their work. With this playful climate, people can be inspired and satisfied and bring more contribution to innovation performance. The subjects were consisted of groups of students from 19 colleges who took the course ¡§The Discovery and Application of Creativity¡¨ and joined the Creative Program Competition which was held by the Consulting Division in Ministry of Education. The evidence of this research is based on the questionnaires given out to these students. In this research, we have 688 valid questionnaires from 99 teams. The rate of the effective achievement is 69.30%. The reliability of TWQ and organizational playfulness climate are respectively 0.95 and 0.92. The data was analyzed by statistical methods of descriptive statistics, factor analysis, reliability analysis, correlation analysis and structural equation model. The major results of this study are as following: 1. Team playfulness climate partly influences team innovation performance. 2. TWQ has significant positive influence on team playfulness climate. 3. Team playfulness climate mediates the relationship between TQW and team innovation performance.

The objective of this thesis is to investigate factors related to virtual team¡¦s collaborative performance from the view point of roles played by team leader. By observing the content of eight learning-task oriented virtual teams¡¦ Web-BBS, we try to find the difference of role model played by team leaders with high and low performance in each stage of group development adopted from Wheelan¡¦s integrated model of group development. From the model of leadership roles, a team leader will play several roles at the same time in the process of a team project, such as innovator, broker, producer, director, coordinator, monitor, facilitator, and mentor. This role model is applied to observe team leaders¡¦ behavior and construct the categories of content analysis. According to the research results, the critical role played by team leader at the initial stage is director which makes members¡¦ role and job in the team clearer. During the middle stage, the role of producer is helpful for team to keep stable growing toward high performance. In the final stage, the leader should actively participate in the team mission, and play the monitor role in order to reach superior quality of the team project. The findings of this thesis will provide some suggestions about leader¡¦s behavior in a virtual team, facilitate team development, and improve virtual team¡¦s collaborative performance.

Under the knowledge-based economics, the roles of labors are considered important once again. The human creativity has become the main source of core competence. However, as the development of enterprises brings on a new economic type, the man-hours and work loading also increases with the development of enterprises. When people are overworked, there comes pressure, fatigue and illness. Therefore, more and more people are talking about the playfulness of jobs, which refers to the spontaneity, imagination, emotional expression, and the attitude of having fun and being involved and interested in the work, all these will change with the variation of the external environment. Meanwhile, teams also play an important role in the organization. For the action unit to solve the problems of the organization and promote innovation, teams are constituted by members with various knowledge, skill and background. Hence, the team playfulness climate is also crucial to the creativity and performance of the organization. The team playfulness climate represents the share climate of autonomy and pleasure, which is built by those team members who work together day by day, such climate can get these people to feel interested and feel supported about their jobs, and so they won¡¦t be afraid to try new challenges. This study is taken from a personal viewpoint to test the model of the relationship between personal playfulness, team playfulness climate and team creativity performance. The evidence of this research is based on the questionnaires given out to the students who took the course ¡§The Discovery and Application of Creativity¡¨ which was held by the Consulting Division in Ministry of Education. Below are the discoveries of this thesis: 1. Personal playfulness positively influences team playfulness climate. 2. Team playfulness climate positively influences team creativity performance. 3. Personal playfulness has significant difference on age, the number of brothers and sisters one has, academic background, and club experience.

Abstract Teams, like companies, are going global. As Davision and Ward (1999) note, global teams are necessary for creating a company¡¦s ¡§sustainable global capability¡¨. The increasing complexities of scientific, sociological, and commercial issues demand that people from different cultural backgrounds and different nations collaborate in order to resolve global problems creatively and take advantage of global opportunities. Yet, global teams often face more challenges than collocated teams due to the nature of diversity. Thus, our research is aimed to study how the global team leaders lead to deal with the difference of cultural background, barrier of language, potential conflict etc., and still make a great teamwork. To reach the objective, the research adopts a case study method and takes the interviews with 8 global teams in Taiwan, and three members for each team, including a team leader and members from different countries. After data gathering and analysis, we generate 11 propositions.