How do teams learn? : shared mental models and transactive memory systems as determinants of team learning and effectivenessNandkeolyar, Amit Kumar. January 2008 (has links)
Thesis (Ph. D.)--University of Iowa, 2008. / Thesis supervisor: Greg L. Stewart. Includes bibliographical references (leaves 152-161).
Identifying and addressing problem processes cultivating group development in coordinated community response teams /Bennesch, Loren. January 1999 (has links) (PDF)
Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 1999. / Field project. Includes bibliographical references.
Thesis (M.Admin.)-University of KwaZulu-Natal, Westville, 2004. / Full text available online. Scroll down for electronic link.
Müthel, Miriam. Kahle, Egbert.
Dissertation--Universität Lüneburg, 2005. / Includes bibliographical references.
Morgan, Manley G.
(has links) (PDF)
Thesis (M.S.M.)--Regis University, Denver, Colo., 2005. / Title from PDF title page (viewed on Dec. 29, 2005). Includes bibliographical references.
A context-aware notification framework for developers of computer supported collaborative environmentsAmelung, Christopher J. January 2005 (has links)
Thesis (Ph. D.)--University of Missouri-Columbia, 2005. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (May 23, 2006) Vita. Includes bibliographical references.
Erdheim, Jesse. Hackman, J. Richard.
Thesis (Ph.D.)--Bowling Green State University, 2007. / Document formatted into pages; contains xiv, 168 p. : ill. Includes bibliographical references.
Quilliam, Neale E.
15 September 2014
M.A. (Sociology) / Most, if not all, groups as well as major commercial concerns existing in South Africa today, begin through the actions of one man, or a small group of people. These people were usually wealthy investors, who had the purpose of profit in mind, but nonetheless, were responsible for the conglomerates now active in today's economic world. People such as, Sir Ernest Oppenheimer (Anglo American Corporation) Sir John Patterson (Standard Bank of South Africa) Douglas Murray (Murray & Roberts) and many others, began with an idea, and joined by a small group, rose from humble beginnings and formed the major corporations we know today. To be able to expand to the size of today's big companies, more and more people were required to staff the work stations and start up the subsidiary companies and head office divisions that today comprise the holding companies listed on the Johannesburg Stock Exchange. This is not just a historical event, but the same process is continuing on an ever increasing rate in the modern commercial climate.
Lombard, Johannes Petrus
29 February 2012
M.Comm. / Teams have existed for hundreds of years, are the subject of countless books and have been celebrated throughout many countries and cultures. Most people believe they know how teams work as well as the benefits teams offer. Many have had first-hand team experiences themselves, some of which were rewarding and others a waste of time. Yet, as I explored the use of teams, it became increasingly clear that the potential impact of single teams, as well as the collective impact of many teams, on the performance of large organisations is woefully under exploited - despite the rapidly growing recognition of the need for what teams have to offer. Teams outperform individuals acting alone or in larger organisational groupings, especially when performance requires multiple skill, judgements and experiences. Most people recognised the capabilities of teams; must have the common sense to make teams work. Nevertheless, most people overlook team opportunities for themselves. Confusion about what makes teams perform explains only part of this pattern of missed opportunity. More is explained by a natural resistance to moving beyond individual roles and accountability. We do not easily take responsibility for the performance of others, nor lightly let them assume responsibility for us. Overcoming such resistance requires the rigorous application of 'team basics', which is, commitment to the team and objective, accountability for yourself and for the team and skills for technical and interpersonal problem solving. By focusing on performance and team basics - as opposed to trying 'to become a team' - most small groups can deliver the performance results that require and produce team behaviour. The best way to understand teams is to look at teams themselves. Their own stories reveal their accomplishments, skills, emotions and commitment better than any abstract commentary or logical presentation. Real teams are deeply committed to their purpose, goals and approach. High-performance team members are also very committed to one another. Both understand that the wisdom of teams comes with a focus on collective work-products, personal growth and performance results. However meaningful, 'team' is always a result of pursuing a demanding performance challenge.
Van Heerden, Carel Nicolaas
02 February 2011
This study confined itself to an exploratory interpretive approach aimed at expanding the understanding of some elements that may affect virtual teams. It highlights the advantage of virtual teams over FTF teams.
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