Job satisfaction is the central attitude about work and can be considered among the most important constructs in organizational psychology and managerial practice. While scholars traditionally focused on job satisfaction of individual employees, the ongoing shift from individual to team-based working led to a new emphasis of satisfaction in the context of teams. Specifically, the focus on job satisfaction as an individual-level construct was complemented by a group-level perspective, which describes the satisfaction of teams as a whole. Furthermore, employees’ satisfaction with the team (i.e., team satisfaction) appeared as a new facet on the research agenda. Although research on job satisfaction in teams has grown in recent years, it still faces important challenges. The main problem is that prior research mostly viewed satisfaction in teams from a single-level perspective and conceptualized it as construct that is shared by all team members, overlooking that exclusion and polarization processes might lead to other than uniform satisfaction patterns. Second, while the literature already established a relationship between teams’ average satisfaction and performance, authors so far devoted only little attention to multi-level conceptualizations, neglecting that satisfaction on different levels of analysis can have different effects on emergent states, team processes, and performance. Finally, a lack of validated scales to assess satisfaction in teams forces researchers to rely on ad-hoc measures, on scales that were adapted from different research contexts, and on single-item measures, which complicates the testing of theoretical models, and the prediction and improvement of performance of individuals and teams. This dissertation addresses these challenges in a series of four studies. Study 1 presents a conceptual multi-level framework of team satisfaction. Current theorizing on team satisfaction as a group-level construct and its relationship to team performance faces two challenges: (1) a merely consensus-based conceptualization of team satisfaction at the group level and (2) a neglect of multi-level effects. This limits our understanding of team satisfaction and its influence on team performance because team members’ satisfaction does not always emerge as a uniform group-level construct. In this case, current theory cannot adequately explain the relationship between team satisfaction and team performance. In this conceptual paper, my co-authors and I develop a typology of different forms of team satisfaction (uniform, fragmented, deviate, and bimodal satisfaction), and introduce a multi-level framework that explains how these forms affect team performance within and across different levels of analysis. Based on our framework, we propose that the forms of team satisfaction affect emergent states, such as cohesiveness and trust climate, and team processes, such as cooperation and conflict resolution, that affect team performance beyond the effects of team members’ individual level of satisfaction. The paper contributes to current theory about team satisfaction and its relationship to team performance. Study 2a focuses on a methodological problem concerning the measurement of job satisfaction. Although an economical and differentiated assessment of job satisfaction is important for research and practice, German job satisfaction scales are often extensive or cannot differentiate between satisfaction facets. In order to fill this gap, I construct and validate a short questionnaire to assess general job satisfaction as well as satisfaction with the work itself, coworkers, promotions, pay, and supervision. First, I derive a large item pool from different versions of the Job Descriptive Index (JDI) and its German equivalent Arbeitsbeschreibungsbogen (ABB). Second, based on data collected with an online survey (N = 217), I subsequently reduce the item pool to a 30-item short questionnaire. Finally, I cross-validate the short questionnaire with an independent sample (N = 377). Given its satisfactory psychometric properties, the new scales allow for a reliable, valid, and economical measurement of job satisfaction and its facets in the German language. Study 2b adapts these newly developed scales to the context of teams. Studies that assess satisfaction in the team context usually rely on ad-hoc measures that are not validated and difficult to compare across studies. To address this problem, Study 2b adapts the scales developed in Study 2a to the team context and validates them using the data from 202 team members working in 47 teams. Despite a small method bias due to reverse-coded items, the scales’ psychometric properties are satisfactory. The results further show that, in contrast to non-team contexts, satisfaction with the team members appears to be the most important facet of satisfaction as it exhibits the strongest relationships with performance-related criteria and overall satisfaction. In summary, the results suggest that the adapted scales provide for a reliable and valid measurement of satisfaction in the context of teams. Study 3 addresses the emergence of job satisfaction in teams by examining homogeneity of satisfaction. Job satisfaction homogeneity is necessary for aggregating team members’ job satisfaction to the group level, and affects team-related outcomes such as social integration, team cohesion, and absenteeism. However, our understanding of the processes that lead to shared satisfaction is limited. Based on affective events theory, I test competing hypotheses about situational, dispositional, and social antecedents of satisfaction homogeneity. Path analyses based on data from 415 team members working in 110 teams suggest that job satisfaction homogeneity primarily depends on characteristics of the working environment, and to a lesser extent on team members’ personality traits. Unlike earlier studies, the study finds no evidence that social interaction leads to agreement in job satisfaction. Additionally, the study partly replicates the finding that satisfaction homogeneity moderates the group-level satisfaction—team performance relationship. Taken together, the studies comprising this dissertation contribute to three research domains — emergence, measurement, and consequences — of job satisfaction in teams. Concerning emergence, the studies comprising this dissertation present strong arguments and empirical evidence why satisfaction dispersion can occur in real-life teams, which marks a departure from the former emphasis on satisfaction as a shared group-level construct. In particular, whereas Study 1 argues that team satisfaction can emerge as a configural construct on the group-level in addition to uniform satisfaction, Study 3 analyzes the antecedents of satisfaction homogeneity. Concerning measurement, the results of Studies 2a and 2b provide valuable shortscales for future research and organizational practice that can be used to assess overall and facet-specific job satisfaction in team and non-team contexts. Given their individual-level nature, scale scores can be interpreted in cases without sufficient consensus and can be used for a variety of research questions at different levels of analysis. Finally, concerning consequences, this research emphasizes the importance of satisfaction facets and configurations for the relationship to team performance. Whereas Study 2b showed that facets of satisfaction are differently related to individual-level and group-level performance criteria, the theorizing of Study 1 and the findings of Study 3 build on and advance prior studies that have shown that differences in jo satisfaction are meaningful in the team context. A further contribution of this dissertation lies in the development of a multi-level input-mediator-outcome framework which advances prior team effectiveness frameworks and connects to a wide range of research areas. Taken together, the theorizing and empirical findings of this dissertation show that a configural and multi-level conceptualization is necessary to advance research on satisfaction in teams. / Arbeitszufriedenheit ist die zentrale Einstellung gegenüber der Arbeit und zählt zu den wichtigsten Konstrukten in der Organisationspsychologie und der praktischen Personalarbeit. Traditionellerweise beschäftigte sich die Forschung mit der Arbeitszufriedenheit individueller Mitarbeiter. Der anhaltende Trend hin zu team-basierten Arbeitsformen führte jedoch zu einer Betonung der Arbeitszufriedenheit im Teamkontext. Zum einen wurde der Fokus auf Arbeitszufriedenheit als Konstrukt auf der Individualebene durch eine Gruppenlevel-Perspektive ergänzt, die die Zufriedenheit von Teams beschreibt. Zum anderen erschien Team-Zufriedenheit, die Zufriedenheit mit dem Team, als eine spezifische (Sub-)Facette von Arbeitszufriedenheit auf der Forschungsagenda. Obwohl die Forschung zu Arbeitszufriedenheit in Teams in der Vergangenheit große Fortschritte verzeichnen konnte, sieht sie sich nach wie vor wichtigen Herausforderungen gegenüber. Das Hauptproblem ist in der Konzeptionalisierung von Gruppen-Level-Zufriedenheit ausschließlich als geteilte Eigenschaft des Teams und im Verzicht auf Mehr-Ebenen-Konzeptionen zu sehen. Die Möglichkeit, dass Exklusions- und Polarisierungsprozesse zu anderen als uniformen Zufriedenheitsverteilungen führen könnten, wird in der Regel nicht betrachtet. Ein weiteres Problem besteht darin, dass sich die Forschung insbesondere auf durchschnittliche oder summierte Zufriedenheit konzentriert, um den Zusammenhang von Zufriedenheit auf Gruppenebene und Teamleistung zu erklären. Mehr-Ebenen-Konzeptionen, die unterschiedliche Effekte auf Teamprozesse, Teameigenschaften und Teamleistung auf verschiedenen Analyseebenen beleuchten, werden nicht betrachtet. Schlussendlich ist das Fehlen validierter Messinstrumente zur Erfassung von Zufriedenheit in Teams zu konstatieren. Forscher greifen daher häufig auf Ad-hoc-Maße, Ein-Item-Skalen oder adaptierte Skalen aus anderen Forschungskontexten zurück, was sowohl das Testen theoretischer Modelle als auch die Vorhersage und Verbesserung von Individual- und Gruppenleistung erschwert. Die Dissertation befasst sich mit diesen Herausforderungen in vier Studien. In Studie 1 wird ein konzeptionelles Mehrebenen-Rahmenmodell von Arbeitszufriedenheit in Teams entwickelt. Das derzeitige Verständnis von Arbeitszufriedenheit in Teams und ihrem Zusammenhang zur Teamleistung ist durch zwei Probleme gekennzeichnet: (1) ein ausschließlich konsensbasiertes Konzept von Zufriedenheit auf Gruppenebene sowie (2) die Vernachlässigung von Mehrebenen-Effekten. Diese schränken das Verständnis von Zufriedenheit auf Gruppenebene und ihrem Zusammenhang zur Teamleistung ein, da aus der Arbeitszufriedenheit einzelner Teammitglieder nicht immer geteilte Zufriedenheit entsteht. Da der Zusammenhang zwischen Zufriedenheit auf Gruppenebene und Teamleistung mit den derzeitigen Ansätzen nur unzureichend erklärt werden kann, entwickeln meine Koautoren und ich in Studie 1 eine Typologie von Zufriedenheitsformen (uniforme, fragmentierte, abweichende und deviante Zufriedenheit), und stellen ein Mehrebenen-Rahmenmodell vor, das den Zusammenhang dieser Formen und Teamleistung innerhalb und zwischen verschiedenen Analyseebenen erklärt. Auf Basis des Rahmenmodells stellen wir dar, dass die Zufriedenheitsformen emergente Eigenschaften wie die Teamkohäsion und das Vertrauensklima sowie Teamprozesse wie Kooperation und Konfliktlösung beeinflussen. Diese wiederum beeinflussen die Teamleistung über die individuelle Zufriedenheit hinaus. Die Studie leistet einen Beitrag zur aktuellen Forschung zur Teamzufriedenheit und ihrem Zusammenhang zur Teamleistung. Studie 2a befasst sich mit dem methodischen Problem der Messung von Arbeitszufriedenheit. Obwohl eine ökonomische und differenzierte Erfassung von Arbeitszufriedenheit für Forschung und betriebliche Praxis von hoher Relevanz ist, sind deutschsprachige Messinstrumente meist sehr umfangreich oder nicht in der Lage, zwischen Zufriedenheitsfacetten zu differenzieren. Vor diesem Hintergrund besteht das Ziel des Beitrags darin, einen Kurzfragebogen zu entwickeln und zu validieren, mit dem sich die Gesamtzufriedenheit sowie die Zufriedenheit mit den Tätigkeiten, Kolleginnen und Kollegen, Entwicklungsmöglichkeiten, der Bezahlung und der/dem Vorgesetzten messen lassen. Hierfür wird zunächst auf Basis verschiedener Versionen des Job Descriptive Index (JDI) und des Arbeitsbeschreibungsbogens (ABB) ein umfangreicher Itempool abgeleitet. Dieser wird anschließend mit Daten einer Onlinebefragung (N = 217) zu einem 30 Items umfassenden Kurzfragebogen verdichtet. Der neu entwickelte Kurzfragebogen wird schlussendlich an einer zweiten, unabhängigen Stichprobe (N = 377) kreuzvalidiert. Die Ergebnisse der Studie zeigen, dass das neu entwickelte Verfahren in der Lage ist, Arbeitszufriedenheit und ihre Facetten reliabel, valide und ökonomisch zu messen. In Studie 2b werden die neu entwickelten Skalen auf den Teamkontext adaptiert. Frühere Studien nutzten in der Regel Ad-hoc-Maße, die nicht sorgfältig entwickelt und validiert sind, häufig keine Differenzierung von Zufriedenheitsfacetten zulassen und deren Messergebnisse sich nur eingeschränkt zwischen Studien vergleichen lassen. An den Items und Vignetten der in Studie 2a entwickelten Skalen wurden daher linguistische Anpassungen vorgenommen und die adaptieren Skalen anschließend mit Daten von 202 Teammitgliedern aus 47 Teams validiert. Die Ergebnisse zeigen, dass die psychometrische Qualität der Items und Skalen, abgesehen von einem schwachen Methoden-Bias aufgrund negativ kodierter Items, solide und vergleichbar zu der der Original-Skalen ist. Darüber hinaus offenbart die Studie Unterschiede zur Arbeitszufriedenheit in Nicht-Team-Kontexten. Insbesondere zeigen die Ergebnisse, dass die Zufriedenheit mit den Tätigkeiten nur eine untergeordnete Rolle für die Gesamtzufriedenheit sowie für individuelle und teambezogene Leistungsmaße spielt. Insgesamt deuten die Ergebnisse darauf hin, dass die adaptierten Skalen eine zuverlässige und valide Messung von Arbeitszufriedenheit im Teamkontext ermöglichen. Studie 3 befasst sich mit der Emergenz von Arbeitszufriedenheit in Teams, insbesondere mit ihrer Homogenität. Zufriedenheitshomogenität ist eine wichtige Grundvoraussetzung, um individuelle Zufriedenheitsurteile zu einem Gruppenkonstrukt zu aggregieren und wirkt sich auf verschiedene Teammaße, wie z.B. soziale Integration, Kohäsion und Absentismus aus. Die Prozesse, die eine geteilte Zufriedenheitsstruktur begünstigen, sind jedoch noch weitgehend unklar. Auf Basis der Theorie affektiver Ereignisse werden in dieser Studie alternative Hypothesen zu situativen, dispositionalen und sozialen Einflussfaktoren auf Zufriedenheitshomogenität getestet. Pfadanalysen (n = 415 Teammitglieder; N = 110 Teams) zeigen, dass Zufriedenheitshomogenität primär von der Arbeitsumgebung und zu einem geringeren Ausmaß von Persönlichkeitsmerkmalen der Teammitglieder abhängt. Im Gegensatz zu früheren Studien konnten keine Effekte sozialer Interaktion auf Zufriedenheitshomogenität nachgewiesen werden. Zudem werden frühere Untersuchungen teilweise repliziert, die zeigen konnten, dass Zufriedenheitshomogenität den Zusammenhang zwischen Zufriedenheit auf Gruppenebene und Teamleistung moderiert. Im Zusammenhang leisten die vier Studien dieser Dissertation Beiträge zu den Forschungsbereichen Emergenz, Messung und Konsequenzen von Zufriedenheit in Teams. Bezüglich der Emergenz auf Gruppenebene liefern die zusammengefassten Ergebnisse sowohl theoretische Argumente als auch empirische Evidenz, wieso Zufriedenheit in Teams unterschiedlich verteilt sein kann und stellt damit eine Abkehr vom vorherrschenden Fokus auf geteilte Zufriedenheit dar. Während Studie 1 postuliert, dass sich Teamzufriedenheit nicht nur zu einer uniformen, sondern auch zu einer konfiguralen Eigenschaft auf Gruppenebene entwickeln kann, untersucht Studie 3 die Emergenz zu einem geteilten bzw. uniformen Gruppenkonstrukt. Bezüglich der Messung von Zufriedenheit liefern die Ergebnisse von Studien 2a und 2b wertvolle Kurzskalen für die Forschung und Praxis, die zur Erfassung von allgemeiner und facettenspezifischer Zufriedenheit sowohl im Teamkontext als auch in anderen Kontexten genutzt werden können. Da die Skalen die Zufriedenheit auf der Individual-Ebene erfassen, lassen sich die Messergebnisse auch ohne hinreichende Übereinstimmung im Team interpretieren und sind daher für verschiedene Forschungsfragen auf verschiedenen Analyse-Ebenen nutzbar. Bezüglich der Konsequenzen von Zufriedenheit verdeutlichen die Ergebnisse die Wichtigkeit von Zufriedenheitsfacetten und -konfigurationen für den Zusammenhang zur Teamleistung. Während Studie 2b zeigen konnte, dass sich unterschiedliche Facetten von Zufriedenheit in unterschiedlichem Maße auf gruppenbezogene Leistungsmaße auswirken, verdeutlichen die Befunde aus Studien 1 und 3 die Relevanz von Zufriedenheitsdifferenzen im Teamkontext. Die Dissertation leistet einen weiteren Beitrag in Form der Entwicklung eines Mehrebenen-Rahmenmodells, das in Studie 1 vorgestellt wird. Das neue Rahmenmodell stellt eine Weiterentwicklung vorheriger Rahmenmodelle zur Teameffektivität dar und ist an verschiedene Forschungsbereiche anschlussfähig. In ihrer Gesamtheit zeigen die theoretischen und empirischen Befunde dieser Dissertation, dass eine konfigurale Mehrebenenkonzeption nötig ist, um die Forschung zur Arbeitszufriedenheit in Teams weiterzuentwickeln.

This study investigated if the use of a team feedback system resulted in peers perceiving a change in behavior. Personality variables such as conscientiousness, agreeableness, and extraversion were examined as possible moderators. Self-ratings and peer ratings were collected from 164 individuals through the use of the Center for Collaborative Organizations' Team Feedback System. Using polynomial regression, it was determined that time 1 peer ratings predicted behavior change and the combination of conscientiousness variables moderated peer perceived behavior change.

The investigator undertook to make a personnel study of the members of undefeated basketball teams of John Tarleton Agricultural College through a period of years extending from 1934 through 1938. The purpose of the study is to make an investigation of the scholastic activities, athletic activities, and the extra-curricular activities of these athletes through the period designated.

Much of the history of management and motivation theory is rooted in the desire to understand the factors that contribute to having a satisfied workforce. Job satisfaction is the most widely studied construct in the history of industrial/organizational psychology. The job characteristics model (JCM) holds that if jobs are enriched with high levels of specific job characteristics (i.e., task significance, task variety, task identity, autonomy and feedback), employees will report higher levels of job satisfaction. While this claim enjoys wide support in studies conducted in traditional, hierarchically based organizational environments, few studies have tested the JCM in team based organizational designs. This study also evaluated possible moderating influences of growth need strength (GNS; the need for personal growth and development within the job environment) and emotional reactivity (a measure of frustration with perceived obstacles in the work environment). It was hypothesized that employees with higher levels of GNS would respond more positively (via higher job satisfaction ratings) to enriched jobs than would employees with lower levels of GNS. Alternatively, it was hypothesized that employees with lower levels of emotional reactivity would respond more positively (via higher job satisfaction ratings) to enriched jobs than would employees with higher levels of emotional reactivity. Results indicated that four job characteristics (task significance, task variety, task identity and feedback) served as significant positive predictors of job satisfaction, while GNS moderated the relationships between task significance and task variety with job satisfaction in a way that supported the research hypothesis. Emotional reactivity was not found to moderate any of the relationships between individual job characteristics and job satisfaction. Overall, results support the relevance of the JCM to team based organizations, providing support for the assertion that the relationship between enriched jobs and higher levels of job satisfaction persists across professional work contexts, as well as the partial moderating influence of GNS.

Companies from across the globe move from traditional towards virtual organisations to be able to respond effectively to developments and changes in the global economy. As a consequence, the leadership of virtual teams will evolve as one of the major challenges future leaders will have to face. Hence, this triggers a growing demand in knowledge and understanding of virtual teams from both science and practice. So far, there is only basic research available on key elements of virtual teaming and limited literature on the leadership of virtual teams. With the increasing significance of a corporate culture in organisations, science will want to investigate its impact on virtual team leadership. Shedding light into this matter is hence this dissertation\''s main objective. After a thorough literature review and a pre-study, a leading EURO STOXX 50 company which has rolled out a global corporate culture in the past years was investigated using interviews with experienced virtual team leaders. Their experiences from before and after the introduction of a global corporate culture were assessed and analysed. Finally, focus groups were conducted to validate the results. In order to provide a holistic picture of the influence of a global corporate culture on the leaders of virtual teams, each empirical component follows a three phase sequence. First, it seeks to understand the environment of a virtual team leader, aiming specifically at investigating how the corporate culture shifts the behaviour of virtual team members. In the next phase, it focuses on how virtual leaders then react to the shift in team member behaviour. The last phase focuses on how the leaders are directly influenced by the global corporate culture themselves. The results of the study show that a common global corporate culture positively influences the collaboration of virtual team members and increases harmony between them. This leads to higher team performance. In response to this shift in team behaviour as well as due to the direct impact of the corporate culture, the leader himself switches gradually from a transactional towards a transformational leadership style, thereby again increasing the performance of the team. The results of the empirical research are channelled into a final product, namely detailed best practices for virtual team leaders on how to develop themselves and their team into effective virtual collaborators. This model uses corporate culture as a catalyst.

The purpose of this research project was to develop and test a theoretical model of technical professionals in self-managing work teams using a number of constructs that have not been tested with this population. The overall aim was to begin to humbly fill a significant gap in the research literature focused on self-managing work teams. The rationale for the need to address technical professional perspectives in team settings is discussed in the following section.

In order to remain competitive, firms must be able to merge diverse, differentiated people into teams. In comparison to solo ventures, venture teams not only offer a broader base of physical and financial resources and varying points of view, but also positively influence the profitability, growth, and survivability potential of new ventures. Despite the growing importance and potential benefits offered by venture teams, relatively little is known about assembling and maintaining effective venture teams in the field of entrepreneurship. More specifically, information is needed to understand what composition and combination of demographic characteristics of team members would contribute to the effectiveness and success of a venture team. In this study the relationship between venture team demographic characteristics and team effectiveness (which is defined in terms of the interpersonal process of venture team members in their group activities) is investigated. The demographic characteristics examined include average age, age heterogeneity, average level of education, educational background heterogeneity, gender heterogeneity, and functional background heterogeneity. A field study, involving face-to-face and telephone interviews with the venture teams is used to gather data from40 computer related venture teams in a large midwest U.S. city. The venture teams are identified through the local Chambers of Commerce, peer referrals, and library research. Information is gathered on demographics and team interpersonal process effectiveness using a pre-validated instrument. Data are analyzed using regression analysis. The results indicate that average age negatively and significantly relates with team interpersonal process effectiveness. Furthermore, average level of education positively and significantly relates with team interpersonal process effectiveness. The other demographic variables, age heterogeneity, educational background heterogeneity, gender heterogeneity, and functional background heterogeneity do not produce significant relationships.

Researchers have speculated that global software teams have activity patterns that are dictated by work-place schedules or a client's need. Similar patterns have been suggested for individuals enrolled in distant learning projects that require students to post feedback in response to questions or assignments. Researchers tend to accept the notion that students' temporal patterns adjust to academic or social calendars and are a result of choices made within these constraints. Although there is some evidence that culture do have an impact on communication activity behavior, there is not a clear how each of these factors may relate to work done in online groups. This particular study represents a new approach to studying student-group communication activities and also pursues an alternative approach by using activity data from students participating in a global software development project to generate a variety of complex measures that capture patterns about when students work. Students work habits are also often determined by where they live and what they are working on. Moreover, students tend to work on group projects in cycles, which correspond to a start, middle, and end time period. Knowledge obtained from this study should provide insight into current empirical research on global software development by defining the different time variables that can also be used to compare temporal patterns found in real-world teams. It should also inform studies about student team projects by helping instructors schedule group activities.

Organizations invest in team-based systems in order to generate innovative practices that will give them a competitive edge. High-performing teams require training and other support systems to gain the skills they need as well as to create and maintain an environment conducive to their success. The challenge for managers is to make resource allocation decisions among investment alternatives to maximize team effectiveness and still ensure a financial return for company investors. This study has three objectives. The first objective is to investigate whether there is a positive relationship among organizational environment, team potency (the team's collective belief it will succeed) and team performance. Results indicate that the presence of four organizational support systems influences team potency and performance. These support systems are the Design and Measurement, Rewards, Training and Communications Systems. In addition, results indicate that team potency is a mediating variable between the Design and Measurement and Communications Systems and team performance. These results suggest that companies are able to influence team performance by investing in environmental support systems. The second objective is to examine whether team members and managers view the organizational environment differently. Results indicate that managers view the Training and Communications Systems as more important, while teams perceive the Design and Measurement System and the Rewards System to be more important to their success. Since the systems that team managers view as important may influence their investment decisions, these differences may suggest a resource alignment issue. Third, a measure of team effectiveness based on financial measures is introduced. Published literature emphasizes attitudinal, behavioral and operational measures of performance. A financial measure offers a method of evaluating performance that is similar to methods used in capital budgeting and may be consistently applied across different types of teams with different purposes. The data collection process was performed by persons external to the team and covered a 12-month period. This method led to a loss of information and did not accurately portray team performance. However, the teams that were successful in calculating project savings were different types of teams from both manufacturing and service industries. This result is encouraging and warrants further investigation.

Scant research exists to illuminates the nature of organizational efforts, or support systems, designed to provide work teams with what is needed to be successful. The sample (N = 20) consists of experienced researchers and practitioners discussing work team implementations and the ongoing support needed for sustainability. The following seventeen team-based support systems were examined: (a) rewards and recognition, (b) team goal setting, (c) performance measurement, (d) performance appraisal, (e) team placement and structure, (f) communication and information systems, (g) culture, (h) training, (i) knowledge management, (j) business strategy, (k) leadership, (l) between teams integration, (m) resource distribution, (n) physical workspace, (o) program evaluation and renewal, (p) personnel selection system, and (q) work process design. This study uses a grounded theory approach to build a support system model and provide hypotheses for future research.