Multi-robot systems (MRSs) have gained significant momentum as of late in the robotics community as they find application in tasks such as unknown environment exploration, distributed surveillance, and search and rescue. Operating robot teams in real world environments introduces a notion of uncertainty into the system, especially when it comes to the ability of the MRS to reliably communicate. This poses a significant challenge as a stable communication topology is the backbone of the team's ability to coordinate. Additionally, as these systems continue to evolve and integrate further into our society, a growing threat of adversarial attackers pose the risk of compromising nominal operation. As such, this dissertation aims to model the effects of uncertainty in communication on the topology of the MRS using a probabilistic interaction model. More specifically we are interested in studying a probabilistic perspective to those topologies that pertain to the security and resilience of an MRS against adversarial attacks. Having a model that is capable of capturing how probabilistic topologies may evolve over time is essential for secure and resilient planning under communication uncertainty. As a result, we develop probabilistic models, both exact and approximate, for the topological properties of system left-invertibility and (r, s)-robustness that respectively characterize the security and resilience of an MRS. In our modeling, we use binary decision diagrams, convolutional neural networks, matroid theory and more to tackle the problems related to probabilistic security and resilience where we find exact solutions, calculate bounds, solve optimization problems, and compute informative paths for exploration. / Doctor of Philosophy / When robots coordinate and interact together to achieve a collaborative task as a team, we obtain what is known as a multi-robot system or MRS for short. MRSs have several advantages over single robots. These include reliability through redundancy, where several robots can perform a given task in case one of the robots unexpectedly fails. The ability to work faster and more efficiently by working in parallel and at different locations. And taking on more complex tasks that can be too demanding for a single robot to complete. Unfortunately, the advantages of MRSs come at a cost, they are generally harder to coordinate, the action of one robot often depends on the action of other robots in the system, and they are more vulnerable to being attacked or exploited by malicious attackers who want to disrupt nominal operation. As one would expect, communication plays a very important roles in coordinating a team of robots. Unfortunately, robots operating in real world environments are subject to disturbances such as noise, obstacles, and interference that hinders the team's ability to effectively exchange information. In addition to being crucial in coordination, effective information exchange plays a major role in detecting and avoiding adversarial robots. Whenever misinformation is being spread in the team, the best way to counter such adversarial behavior is to communicate with as much well-behaving robots as possible to identity and isolate inconsistencies. In this dissertation we try to study how uncertainty in communication affects a system's ability to detect adversarial behavior, and how we can model such a phenomenon to help us account for these uncertainties when designing secure and resilient multi-robot systems.

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Business need required a holistic and focussed framework for best practices in the functioning of effective virtual teams, despite the fragmented nature of empirical studies in this field. This study endeavoured to explore the best practices in the functioning of effective virtual teams against four prominent and unique themes linked to purpose, processes, people and technology. The value of this study does not vest in the existence of virtual teams, but in their orderly operation, in terms of best practice and the value proposition of effectiveness. Following an exploratory qualitative strategy, the research was conducted according to the interpretivist branch of the phenomenological tradition, with a transcendental orientation in the social research field. A qualitative multi-case research design for the empirical study was selected, resulting in a non-probability sample within the software sector of the technology industry in South Africa. An original and pre-tested Lime Survey 2.0+ electronic questionnaire instrument was utilised as the instrument to collect information within a cross-sectional time horizon, to work in synchronisation with the collaborative asynchronous electronic architecture of virtual teams. Content analysis was applied to analyse data. The main findings indicated that effective virtual teams purposefully orientate themselves toward excellence through electronic management systems, a specific value system, with a knowledge seeking focus, and a seamless linkage in electronic infrastructure, applications, and platforms which contribute to the functionality of the effective virtual team. The main recommendations were that a pre-existing, functional, collaborative, integrated, electronic management system is regarded as the primary step in founding an effective virtual team. The focus of organisational leadership should be to embrace a holistic value system approach encapsulating specific elements of excellence, such as trust and independence. Human networking practices pursuing and sustaining knowledge are regarded as the key enabler for functioning of effective virtual teams. Lastly, a focussed seamless interface between the various electronic applications, platforms and infrastructures is recommended. / Human Resource Management / D. Com. (Human Resource Management)

<p>We are currently in an ongoing internationalisation period, demanding organizations to coordinate activities spanning geographically through time and traditional boundaries. Co-workers begin to work more frequently geographically dispersed from each other creating new challenges for leaders and organisations all over the world. The distance requires groups to use technology to cooperate, bringing both advantages and disadvantages. These changes demand organizations to go from traditional team formations to virtual. This leads us to our topic of research, investigating Marina Systems' experience with the previously stated work setting.What problems can be found at Marina Systems regarding their dispersed work setting and how can they be solved?The purpose of our research was to find the challenges and possibilities that Marina Systems perceive, as well as contributing with sustainable solutions for managing their distant teams. We conducted a qualitative case study with interviews. Different theories used in this case study regarded geographically dispersed teams, virtual teams, hybrid teams and distant leadership.The results found in the interviews showed that Marina Systems had some ofthe challenges and problems found in the theory chapter. They can become more successful in their planned expansion if they start considering their employees as members of a hybrid team and start adapting their leadership behavior to what such groups need. Areas of communication and a lacking reward system were some of the opportunities for improvement.</p>

We are currently in an ongoing internationalisation period, demanding organizations to coordinate activities spanning geographically through time and traditional boundaries. Co-workers begin to work more frequently geographically dispersed from each other creating new challenges for leaders and organisations all over the world. The distance requires groups to use technology to cooperate, bringing both advantages and disadvantages. These changes demand organizations to go from traditional team formations to virtual. This leads us to our topic of research, investigating Marina Systems' experience with the previously stated work setting.What problems can be found at Marina Systems regarding their dispersed work setting and how can they be solved?The purpose of our research was to find the challenges and possibilities that Marina Systems perceive, as well as contributing with sustainable solutions for managing their distant teams. We conducted a qualitative case study with interviews. Different theories used in this case study regarded geographically dispersed teams, virtual teams, hybrid teams and distant leadership.The results found in the interviews showed that Marina Systems had some ofthe challenges and problems found in the theory chapter. They can become more successful in their planned expansion if they start considering their employees as members of a hybrid team and start adapting their leadership behavior to what such groups need. Areas of communication and a lacking reward system were some of the opportunities for improvement.

Emerging markets are fraught with uncertainty, diverse global players, rapid technological change, wide-spread price wars, and seemingly endless reorganization (Ilinitch, 1996). These changes have presented challenges to organizations in the form of shorter product cycles, increased segment fragmentation, blurring industry boundaries, breaking corporate hierarchies, and increased interdependence of world markets (Ozsomer et. al., 1991). Organizations are responding to competition by capitalizing on global policies and adopting self-directed teams and horizontal structures that enhance external activities. To do this organizations are getting conscious of the boundaries they are operating in. With hyper competition and globalization organizations blur boundaries to gain maximum business opportunity from other geographic boundaries. For this to happen organizations must engage in boundary crossing behaviour. Competition is also managed by focussing on bringing out new products to the market. Product development (PD) is critical because new products are becoming the nexus of competition for firms (Clark and Fujimoto, 1991). They are the means by which members of organizations diversify, adapt, and even reinvent their firms to match evolving market and technological conditions (Schoonhoven et. al., 1990). This calls for a closer look at boundary crossing behaviour as part of the external activity during PD. The studies carried out in the process of PD identify external activity orientation as important criteria for success (Brown and Eisenhardt, 1995). PD processes involve project management activity. Unlike other processes of an organization, PD is a knowledge intensive activity, which brings together individuals having different skill sets and mindsets. These individuals need to interact regularly to understand and coordinate their activities. The non-routine nature of the process makes boundary-crossing activity more critical for successful PD. This thesis focuses on the boundary crossing behaviours performed by PD teams. Literature review showed that external activities play a crucial role in PD (Calantoue and Di Benedetto 1990a, b; Griffin and Hauser 1992; Olson et. al., 1995; Song et al., 2000; Souder 1987). The importance of external activities for successful project development was shown by Allen (1971, 1977) based on his seminal work on communication and organizations. He showed that R&D team’s frequency of communication within the team has no relationship to performance, while increased communication between teams and other parts of the laboratory was strongly related to project performance. Teams carrying out complex tasks in uncertain environments were found to perform higher levels of external activities (Ancona and Caldwell 1992). External activity was found to result in high percentages of successful projects and sales derived from new products (Cooper 1984; Dougherty 1987; Ancona and Caldwell, 1992; Ancona, 1990; Sheremata 2002). PD is an activity with high uncertainty. The external activities that are performed by PD teams and their nature of relationships shared are variously classified as interactive and collaborative behaviour (Kahn 1996). Underlying this classification is a dichotomous behaviour where in the former embodies presence of informal behaviour between partners, while the latter embodies formal behaviour. Further research on these behaviours have shown that informal type of external activity also known as collaborative behaviour plays an important role in the successful development of products. Collaboration represents the unstructured, affective nature of interdepartmental relationships. They were found to result in improved product development. A study on software product development teams by Kraut and Streeter(1995) also showed the importance of informal behaviour. He found that product development requires personal communication across functional boundaries to cope with uncertainty. The external activities performed by PD teams were also found to be influenced by variables like product development life cycle (Brodbeck, 2001; Sawyer & Guinan, 1998; Boehm, 1987), informal groups (Hirschhorn and Gilmore, 1992), awareness, (Pinto and Slevin, 1987), and open climate (Ashkenas et. al., 1990). After identifying the missing gaps in gaps were the objectives of the study was defined. The objectives of the study are as follows: To understand the interactive and collaborative boundary crossing behaviour of product development teams To study the difference in boundary crossing behaviour of horizontal, geographic and value chain boundaries of product development teams To understand the relationship of variables influencing boundary crossing behaviour of product development teams To give suggestions to better understand management of boundary crossing behaviour in product development teams A combination of qualitative and quantitative techniques was adopted to study these objectives. Based on the past literature a conceptual framework was developed. It consisted of defining the role of collaborative and interactive boundary crossing behaviours across product development teams and certain variables influencing this behaviour. The model was validated through preliminary interviews. These interviews were conducted across team members, team leaders and knowledge management experts. A few more variables were identified that were considered to influence the collaborative behaviour performed by PD teams. These variables are sharing behaviour and confidence with the time available for developing the product. The variables were operationally defined and measurement instrument, namely a questionnaire, was developed. The questionnaire was administered to team leaders and team members. The measurement instrument was tested for its psychometric properties namely, reliability and validity. Cronbach alphas are reported. For the main study, data was collected from 73 product development teams of IT organizations located in Bangalore. From the team leader the general characteristics of the PD team were understood, as well as the level of newness of the product developed. The latter was used as a measure of level of innovation. From team members, the interactive and collaborative behaviour of PD team members was studied. The statistical techniques that were used for analyzing the data are F-Test, t-test, Kruskall Wallis test, chi-square test , correlation and regression analyses. After the analysis it was found that the interactive and collaborative behaviour expressed by the teams across the three boundaries showed that as compared to collaborative behavior, product development teams more commonly used interactive behaviour. Interactive behaviours were also found to be used to the same extent across all the three boundaries. Since interactive behavior is formal and forced in organizations it is predominantly practiced although its efficiency may vary. The challenge for organizations hence is the collaborative behaviors. On the other hand, collaborative behaviour was seen used the most across horizontal boundary and the least across value chain boundary. Since the geographic distance across boundaries increases when moving from horizontal to value chain boundaries the chances of collaboration get decreased. Hence an influence of distance on boundary crossing behavior was sense influencing collaborative behaviour of product development teams. Hence further analysis focused on collaborative behaviors. The collaborative behaviour was further studied to understand its relationship with product development team behaviour, sharing behaviour of teams of outside the boundary, demographic variables and innovation level of product developed. Correlation analysis showed that the collaborative behaviour of teams were correlated with the sharing behaviour, informal groups, autonomous team leader behaviour, and open climate only. These variables were termed direct influencers of collaborative behavior.Innovation level did not play any significant role in influencing collaborative behavior.Collaboration behaviour was further studied to understand how they are causally related with these variables. Using regression analysis, the causal study considered collaboration behaviour of PD teams in general, as well as the collaboration behaviour across horizontal, geographical and value-chain boundary as the dependent variable. The independent variables studied are sharing behaviour, informal groups, open-climate behaviors, autonomous team leader behaviour. Regression results showed that open climate behaviours was causally related to overall collaboration behaviour of PD teams in all boundaries. With respect to collaboration across horizontal boundary, it was found that sharing behaviour, as well as autonomous team leader behaviour influenced them. Across geographical boundary, the open-climate was found causally related. Across value chain boundary sharing behaviour was found to influence collaborative behaviour. It was found that only some variables influence boundary crossing behavior namely, collaborative behavior, the most. These were open climate behaviors, sharing behaviour, and autonomous team leader behaviour. These were labeled direct influencers. The ones that did not show a direct influence were termed as indirect influencers. Since the role of direct influencers was clearly understood, the role of indirect influencers needed further analysis as these were variables selected from literature and expert interviews and expected to have influence on boundary crossing behaviour. Those variables that did not directly enter the regression analysis were further studied tounder stand if they had a relationship with the direct influencers independent of collaborative behaviors. It was assumed that if they did then they may indirectly influence collaborative behaviors. For this the indirect variables were correlated with the direct influencers. The results showed that open-climate was positively correlated with awareness of objectives, PD life cycle and the team’s confidence in time line of the project. Interestingly sharing behavior and autonomous behaviour of the team leader was not correlated with any potentially indirect influencer or variable. This meant that awareness of objectives, PD life cycle and the team’s confidence in time line of the project can influence collaborative behavior indirectly. In the next analysis the role of PD was understood deeper in the context of level of innovation and duration of projects vis-à-vis collaboration. This is specifically done as the poor influence of level of innovation and duration were a surprise since they were expected to have influence on boundary crossing behavior. Teams were classified into low, medium and high innovation level teams. The collaboration behaviour within these teams was then studied. The results showed that there was a pattern in the usage of collaboration behaviour across the different channels. Collaboration behaviour was used most across medium innovation level team as compared to low and high innovation level teams. This was the case of collaboration across horizontal and geographical boundary. In the case of value chain boundary, no such pattern was recognizable. Interestingly it meant that in low and high innovation collaborative behavior was lower and it increased only during medium innovation. Further to this, the influence of collaboration on duration of product developed was studied. The correlation study showed negative relation between the two only for horizontal boundaries. This meant that increase in collaborative behavior across horizontal boundaries result in lesser time taken to develop the product. The last chapter in this thesis describes the conclusions from this study and the managerial implications regarding nurturing and managing boundaries of PD teams.

This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance.

Virtual-team professionals have reported experiencing low job satisfaction due to lack of face-to-face interaction leading to stress, miscommunication, and role-confusion. Dissatisfaction among virtual teams has increased turnover and management costs for organizations. Despite these known associations, there was a gap in the literature investigating efficient leadership practices to improve job satisfaction for highly skilled virtual teams. Participative leadership offers an effective approach to increase job satisfaction among face-to-face teams and innovative teams. This study explored the relationship between participative leadership and job satisfaction among highly skilled virtual teams within the global software industry. A quantitative study with a correlational design was utilized among 173 participants from the International Association for Software Architects. Participants took a voluntary online survey by responding to an invitation post on the group LinkedIn page. The questionnaire included participative leadership scale (Ismail, Zainuddin, & Ibrahim, 2010), job satisfaction scale (Wall, Cook, & Warr, 1979), and demographic questions. Correlation analysis indicated that there was a positive relationship between participative leadership and job satisfaction, r(172) = .67, p < .001. Regression analysis revealed that job position had a control effect on job satisfaction, F(2, 170) = 89.46, p < .001, R2 = .51. Higher-ranked professionals enjoyed higher job satisfaction when participative leadership was present. Study results are beneficial for global software organizations to streamline leadership practices for highly skilled virtual teams to ensure high levels of job satisfaction. Ensuring high job satisfaction among skilled global talent helps innovative organizations cut costs, increase competitive advantage, and ensure high work quality.

Introduction: In recent years, social media communication has significantly affected the way organizations are sharing information. Social media platforms are shown to be one of the most important forms of communication also for the intent of Corporate Social Responsibility. The purpose of this study was to find out how often CSR is shared across Facebook, Twitter, Instagram, and TikTok and if differences exist between those platforms in frequency, choice of topic, and engagement of fans. Furthermore, the influence of being a winning, midfield, and losing team, and high and low revenue was investigated. Methods: A quantitative content analysis study was chosen as the study design. On the four mentioned social media platforms data was manually collected for Premier League clubs and coded into topics of CSR. The engagement of fans was collected with likes, comments, and shares on the relevant platforms. Results: 6879 total posts were investigated including 272 posts related to CSR content. The highest ratio for CSR posts showed Facebook (5,0%), followed by Twitter (3,7%), then Instagram (3,4%), and at last TikTok (0,8%). However, the highest number of posts was shared by Twitter, followed by Facebook, Instagram, and TikTok. The topics shared the most on Twitter and Facebook are Public Policy, Safety, and Diversity. On Instagram as well Public Policy, Diversity but also Religion posts were shared the most. TikTok showed only one post related to the topic of Religion. The engagement of fans showed that Twitter has the highest engagement compared to a non-CSR-related post, closely followed by Instagram. An ANOVA analysis showed that winning teams and losing teams share significantly more CSR content than midfield teams. It was also discovered that teams with high revenue post more CSR than teams with low revenue. Discussion/Conclusion: New and major findings of this study suggest that teams in the European market have different factors that can influence the teams sharing behavior than teams from the North American market. The most interesting findings of this study show that revenue and winning may positively influence CSR sharing behavior. These insights should help understand CSR communication in sports organizations and displays the potential new platforms like TikTok and Instagram have.

Published Article / In a diverse working environment such as the South African situation, it is imperative that issues surrounding cultural diversity, and its impact on employees should be examined. This article reflects on a study conducted in the South African security industry, as one of the few industries that utilise diverse work teams as part of their operational success. The rational for using work teams will be explained, with an emphasis on the team leaders. The model of Eales-White (1996: 26) was applied to the development of the team member questionnaire, and the subsequent results will be reported.