Thesis (M. Ed.)--University of Hong Kong, 1996. / Includes bibliographical references.

Thesis (M.Ed.)--University of Hong Kong, 1996. / Includes bibliographical references. Also available in print.

Zugl.: Darmstadt, Techn. Hochsch., Diss., 2006

When it comes to how the team members build trust three themes were found; knowledge sharing, expectations and shared values and relationship building. Further on when it comes to the challenges five bigger themes were found which are; distance, culture decisions from above, knowledge and other challenges. Furthermore, the study also explored how difficult it is to build trust due to its complexity as several challenges were identified. Some suggestions have been made on how to face these challenges and it has been concluded that you need to take into account many different aspects when it comes to building trust in agile teams.

Thesis (MTech (Business Information Systems))--Cape Peninsula University of Technology, 2015. / This study explores factors contributing to the slow adoption of virtual teams and virtual technology by South African organisations in Cape Town. The study adopted the Technology Organisation and Environment (TOE) framework to examine the influence of technological organisational and environmental contextual factors on organisation’s adoption of virtual teams and virtual technology. Three organisations from different industries in Cape Town were chosen as a case study. Data was collected via qualitative interviews and quantitative questionnaires while content analysis and a statistics package for social sciences were used to analyse and generate results. The results indicated that all three dimensions of the TOE framework significantly either enabled or inhibited organisational adoption of virtual teams and virtual technology. Technological contextual factors such as availability of technology were found to enable adoption while high set-up cost inhibited adoption, and perceived benefit and drawbacks either inhibited or enabled adoption due to the influence of other contextual factors. Organisational contextual factors like available resources and slacks were found to facilitate, whereas organisational competency and formal and informal linking structures impeded adoption. Management commitment, communication process, degree of centralisation, organisation size and technological competency were found to either enable or inhibit technology adoption owing to the influences of other contextual factors. Environmental contextual factors such as competition, government regulation and rapidly growing industries were found to encourage technology adoption. Lack of skilled labour was found to restrain technology adoption while industry characteristics, market structures and technology support infrastructure either enabled or inhibited organisational adoption of virtual teams and virtual technology due to the influence of other contextual factors.

As the world becomes more globalized and information technology develops more rapidly, companies are increasingly exploring the benefits of using virtual teams to work on projects that allow them to achieve their objectives. This phenomenon though keeps raising questions regarding the best practices in selection and management of employees whose work would be mostly conducted in virtual settings instead of traditional co-located teams. We have investigated the conditions of virtuality, identifying its benefits and challenges and came up to a conclusion that in order to be an effective virtual team member, a special set of skills and abilities may be needed. The central question of this study is: What individual knowledge, skills, and abilities (KSAs) that comprise virtual competence (IVC) should the virtual project team members possess, which could contribute to overcoming challenges of the virtual environment? To answer this question a variety of theories on a virtual team, professional competencies, team management and project management were examined. Quantitative research has been utilized to measure the relationship between the conceptualised construct of individual virtual competence and individual work outcomes in a project that is conducted by distributed global teams. Data on the skills of the individuals conducting their work in virtual IT project settings were collected with an online survey which was distributed among the chosen sample. The results of the survey indicated that the most important characteristics that contribute to overcoming challenges of virtuality are self-efficacy, social, and media skills, which also have a positive reflection on the individual work performance and job satisfaction. There are also interesting results regarding the effect of demographic characteristics on variables when compared with the results from the similar study conducted with a different group of respondents. In the end, a revised model of individual virtual competence is proposed that can shed some light on its impact on job performance and job satisfaction of an individual working in virtual project teams.

The focus of this study was to explore how Clinical Psychologists narrate their experience of relatedness within a multi-disciplinary team. Mental health services in the UK are facing increased financial pressure and a necessity for all professionals to justify their role. In this context value often appears to be placed on the cheapest way of providing individual, independent care for clients rather than on the relational value of job satisfaction, joint working and therapeutic relationships. The aim of this study was to explore the experience of Clinical Psychologists and through this contribute to thinking around collaborative and interdisciplinary working. This study was guided by eight individual semi-structured interviews which were conducted with Clinical Psychologists who work in Multi-Disciplinary working age adult Community Mental Health Teams and explored using Narrative Analysis. The participants consisted of seven females and one male who had been qualified between three and fifteen years and were working at various pay bands between 7 and 8c. Four relational narratives were found. These were connections to the self of the psychologist, connections to clients, connections with colleagues and connections with the system. The first relational aspect was how the Clinical Psychologists in this study storied their ability to remain connected to their own humanity and their personal values within the context of their Multi-Disciplinary Teams. The second level involved the stories about relationships and connections with clients, particularly thinking about the perceived impact and consequences of the other relational levels for the clients and their safety. The third relational aspect was the stories that Clinical Psychologists told about their sense of relatedness to their colleagues within their teams and the importance of having time available for this. Finally, the fourth level, which was evident within all the other relationships, was of the impact of the wider system and context. These stories emerged from the analysis process with the understanding that the interviews were co-constructed and represented multiple voices. This study confirmed that despite a history of both research and legislation highlighting the benefits and values of inter-professional working and compassion the reality remains elusive. To achieve these aims there needs to be a shift in focus from short-term planning evaluating efficiency in relation only to perceived financial value, to thinking more widely and long-term about relational value. There is a need for investment and recognition of the aspects of team working that are less easy to quantify financially. Further research could explore the experience of other professional groups within CMHTs, and other MDTs, and of clients. This would give a voice to individuals who did not have an explicit voice in this research.

The constant acceleration in the rate of technological innovation, and the ever growing emphasis on the importance of information for competition has seen organisations around the world strive for the technologies that give them global customer reach. One of the most pervasive technological innovations developed is the internet, and its unique quality of being able to draw people from across the world together in one virtual space has given birth to the concept of virtual teams. Organisations have seized the advantages of such virtual teams to give them the cost and time reductions they need to stay competitive in the global marketplace. In the software industry, where product and service development is always a race against time, forward thinking software companies in the developed world have taken full advantage of the cost and time saving benefits that virtual teams have to offer. In addition, the rate of expansion of technology and software to support such teams is also growing exponentially, offering increasingly faster ways of virtual working. Despite the immense advantages offered by such teams, South African software development companies do not seem to engage in distributed work to any great degree. The importance of this research rests on the belief that South African software development companies will be unable to avoid engaging in distributed software development if they are to achieve and maintain competitiveness in the global marketplace. This research focuses on a sub-section of the software development process with a specific reference to South African software development. The requirements elicitation phase of software development is one of the initial stages of any software project. It is here that developers work with the users in order to identify requirements for the system to be built. It is acknowledged that other phases of distributed development also bring to bear their own problems, however, in the interests of scoping this research, only the requirements elicitation process is focused on. The research shows that most techniques of requirements elicitation can be adapted for use within the virtual environment, although each technique has its share of advantages and disadvantages. In addition, virtual team members experience problems during their general, day-to-day interactions, many of these arising from the dependence on technology for communication and task performance. The research identifies the problems in both categories, and develops a holistic model of virtual requirements elicitation to prevent or solve the problems experienced by virtual teams engaged in distributed requirements elicitation. The model is made up of three key frameworks, each of which prescribes actions to be taken to ensure the success of the virtual team within the requirements elicitation process. The model is verified through the testing of its critical success factors. Certain aspects of the model were adapted based on the findings of the study, but it was confirmed that the rationale behind the model is sound, indicating that it has the potential to solve the problems of virtual RE when implemented.

Literature has been reviewed on the formation and structure of groups and teams in order to establish what differences there are in the types of teams that exist in the modern workplace, and what it is that facilitates effective and high performance of such teams. From the results of the qualitative research conducted, the author is of the opinion that the notion of teams operating in the regulated casino environment is somewhat exaggerated. At year end functions and award ceremonies, mention is made of the teams that successfully contributed to the various achievements but, upon closer inspection, no teams are evident at the “coal face”. Some of the reasons for this may be that there appears to be a lack of those skills necessary to harness people into successful teams especially during the early stages of the business lifecycle. Too few people at grass root level have the required knowledge, skills and attitude to take the lead and form a team especially in an unfamiliar environment. It may also be as a result of the different management styles imposed on the labour force over a long period of time. As organisations are forced to become more competitive, especially on the global market, it is the author’s opinion that the management style in progressive organisations will probably have shifted from autocratic to paternalistic to democratic; yet very few businesses are practicing participative management, although buzzwords relating to participative management are used freely. Ultimately, accountability rests with top management and results are measured by bottom line figures. Since accountability is centralised, the intrinsic and extrinsic rewards for success are also confined to management who is likely to be criticised, attacked, or got rid of, and these recipients are often not volunteering to share the benefits reaped – even though the recipients would mutter words such as “if it were not for my team” or “ thanks to my team”. With this viewpoint in mind the treatise aims to address specific and practical interventions that could be implemented without much organisational change and yet developing a culture of team development and team building within an organisation. The author is of the opinion that the responses imparted from the different respondents in the research results could benefit Sun International within its training methodology policy framework. Although, each casino unit is managed autonomously, Sun International, via its centralised training facility, could apply successful specific and practical training interventions in respect of team dynamics. Results extracted from unit staff climate surveys and staff feedback sessions could be collated from the different training departments within the group and presented in workshops at quarterly conferences and feedback seminars. The effectiveness of these interventions, once implemented, could be assessed in a performance measurement framework. Eales-White (1996: 34) quotes Peters as saying, “I observe the power of the team is so great that it is often wise to violate common sense and force a team structure on almost anything … companies that do, will achieve greater focus, stronger task orientation and enhanced individual commitment.

This final thesis deals with a topic of multicultural cooperation in teams. It focuses namely on identifying ohow multicultural environment influences work in teams as well as on investigation how cooperation in multicultural teams can be enhanced. Attention is also paid to virtual teams as a subtopic of multicultural teams.