Thesis Ph. D. (Psychology))--University of Pretoria, 2003. / Includes bibliographical references.

Thesis (Ph.D.)--City University of Hong Kong, 2009. / "Submitted to Department of Information Systems in partial fulfillment of the requirements for the degree of Doctor of Philosophy." Includes bibliographical references (leaves 146-172)

Thesis (Ph. D.)--University of Missouri-Columbia, 2001. / Typescript. Vita. Includes bibliographical references (leaves 148-168). Also available on the Internet.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2002. / Field problem. SUPPLEMENTARY BINDER STORED IN ARCHIVES. Includes bibliographical references.

Not available / text

The purpose of this study was to test a hypothesized collaboration model composed of four components: team member, context, collaboration process, and degree of collaboration. A descriptive design using a causal modeling approach was used to test the collaboration model. The research settings were the healthcare centers and welfare centers in five provinces of Korea. The sample consisted of 40 nurse teams and 40 social worker teams. Data were collected from each team member and leaders involved in the Korean Home Visiting Services. Psychometric properties of all measures were assessed at both individual and team levels. Psychometric properties of all but one subscale (Agreement of Disciplinary Logic) exhibited reliability and evidence of validity as team measures. First hypothesis, team member and context variables have a direct effect on the collaboration process, was rejected. However, some team member variables directly impacted the collaboration process. Second hypothesis, team member, context, and collaboration process variables have a direct effect on the degree of collaboration, was rejected. However, some team member, context, and collaboration process variables directly impacted the degree of collaboration. Based on the research findings, the hypothesized collaboration model was revised.This study presented some implications for further research and collaboration practice. Future research needs to determine the reciprocal influence of each construct variable, explore the roles of each leadership style, and identify intervening or extraneous variables affecting collaboration. For the collaboration practice, this research can help healthcare providers develop realistic and effective strategies to enhance their collaboration, which would lead them to not only assess the elderly holistically, but to also effectively plan and provide comprehensive care services to solve complex health problems of the elderly. Thus, the elderly can maintain and improve their health and well-being. There were some study limitations related to the methodology and study findings. Sample size and a convenient sampling and a lack of random selection and diversity of the sample prevented generalization of study findings. A small number of context variables may have been insufficient to investigate the impact of context on collaboration, and potential model and variable misspecification and/or measurement errors may have occurred.

In this thesis I inquire how an interdependent relationship is perceived to affect virtual team member’s interaction and the process of developing knowledge in the team. In order to explore these issues a qualitative case study was conducted and data gathered through the subjective experiences of team members constituting a virtual team in Statoil through the following research question: How is the interdependent relationship between virtual team members perceived to affect interaction and the process of developing knowledge in the team? In this thesis an interdependent relationship is understood as team members relating to each other as individuals that are mutually dependent on and responsible for the team’s actions. This interdependent relationship is the fundament for interaction in which team members build on and refine each other’s ideas and knowledge in order to reach their common goals and objectives. Principles from dialogue techniques, by the concepts of perspective making and perspective taking, are elaborated as a means to support interdependent interaction and knowledge creation in the virtual team. The empirical findings in this particular case study suggest that the informants perceive their interdependent and technologically mediated relationship to represent both challenges and possibilities in relation to their interaction and the process of developing knowledge within the team. Further, acknowledging this interdependent relationship and having the capacity to take the other’s perspective, seems decisive in order to develop shared understanding, complementary knowledge and high-quality decisions in the virtual team. The main findings in this study are: The interdependent relationship between the virtual team members is perceived characterized by involvement, vulnerability, power and shared responsibility Trust is seen as a vital precondition for interaction between the interdependent virtual team members Developing a shared situational understanding through listening to other’s perspectives seems crucial in order to utilize the potential for developing knowledge in the virtual team

This thesis provides an account of the discussions of the "team" concept in health care literature since the early 1920s. It is argued that by adopting a historical, social constructionist stance, this thesis makes an original contribution to the literature. The research consisted of an inductive analysis of the "team" literature aiming to typify the ways in which the "team" concept has been constructed and historical, national or professional differences which have occurred. Historically, claims about "teamwork" in health care have occurred in four phases: (1) a statement of basic issues and themes; (2) the emergence of ideas of flexibility and adaptability; (3) a period of optimism; and (4) the co-existence of positive, sceptical, and critical claims. The professional and national differences in claims-making activities are also discussed. The least challenged claims about, and recent re-evaluations of, the "team" concept are also discussed. (Abstract shortened by UMI.)

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2001.

University of Technology, Sydney.Faculty of Business. / Organisations depend on teams to implement its strategies and enables organisations to be flexible and responsive in the competitive global environment. Teams contribute to the organisation while at the same time providing opportunities to team members to develop relationships within team. Teams are viewed as a major source of ‘environmental forces’ that help shape team members (McGrath and Kravitz, 1982). Previous research by Taggard and Brown (2001) shows that there is a statistically significant relationship between team members’ behaviour and team performance (e.g., participation and involving others, goal setting, feedback, team commitment, reaction to conflict, addressing conflict, averting conflict and communication). There is noticeably a lack of research on team behaviours in Malaysia. The first objective of this thesis is to explore the relationships between team performance and ‘behavioural’ characteristics in the Manufacturing and Telecommunication industries in Malaysia. Past findings suggest that ‘behavioural’ characteristics of well developed team tend to possess certain ‘behavioural’ characteristics (e.g., Wheelan and Hochberger, 1996; Woodcock and Francis, 1996). The literature (e.g., Hoigaard, et. al., 2006; Stevens and Champion, 1994) has shown that that ‘behavioural’ characteristics such as role clarity, role satisfaction, liking, goal agreement, openness to change and differences, participative leadership style, division of task into sub-teams, informal leadership role, effective handling of intra-team conflict and inter-team conflict are critical in team performance. The second objective seeks to investigate the relationship between team ‘structural’ factors (such as team size, team types, organisation size) and team behaviours. Team structure is viewed as ‘inputs’ to team behaviour (Gist et al., 1987). Goal contribution by teams (e.g., Hoegl and Parboteeah, 2003), customers (e.g., Kaczynski and Ott, 2004) and management (e.g., Samson and Daft (2003) were also included in the study. The third objective seeks to investigate the relationship between team members’ demographic variables (such as gender, ethnicity, age and education) and team behaviour and team performance. Scholars suggest that there is a link between team’s demography and team performance (e.g., Eisenhardt and Schoonhoven, 1990; Michael and Hambrick, 1992). Questionnaire data were collected from 59 work teams comprising of 137 individual team members) from both small and large organisations located in four regions in Malaysia (Penang, Kuala Lumpur Seremban and Malacca). The respondents were mainly Malay (52.9 percent), followed by Chinese (31.4 percent), and Indian (15.7 percent). Data were analysed using descriptive statistics, Pearson’s correlations and one way analysis of variance. The findings suggest that ‘behavioural’ characteristics such as role clarity, role satisfaction and division of task into sub-teams are critical for all aspects of team performance. Goal agreement, role clarity, role satisfaction and division of task into sub-teams and participative leadership style correlate with the team performance indicator of downtime reduction. Role satisfaction and division of tasks into sub-teams correlates positively with waste reduction. The findings indicate that team type and organisation size correlates with team performance. The findings suggest that involvement from team members drawn from cross-functional areas complement each other and these teams tend to have less conflict in task performance. Team members from large organisations seem to have a majority of effective team behaviours such as cohesiveness, liking for each other, goal agreement, role clarity, and openness to differences. These teams also have a preference for structured activities such as division of tasks into sub-teams, participative leadership style and are motivated to achieve team goals. Goal contribution by teams and customers are critical for team performance. Celebrations of team success provide opportunities for reinforcing team values and bonding team members to one another, thus creating a cohesive team. However, team size does not impact team performance. The findings show that teams with a majority of Malay members tend to be more cohesive, like each other more, agree to team goals, open to change and accept each other’s differences. They also tend to prefer structured activities such as the division of tasks into sub-teams and participative leadership style. Teams with a majority of Chinese and Indian members tend to have higher inter-team conflict and tend to focus on the team’s outcome. The findings have important practical implication for managers and supervisors who need to be sensitive to the differences and needs of the multi-ethnic race team. Intra-team and inter-team conflict could be minimised by providing interpersonal training and conflict resolution skills for team members to communicate positively and build rapport. The findings show that there is a strong relationship between team performance and team type, and team membership composition. Therefore, teams need to be labelled accurately according to the different team expectations and needs of the team (e.g., training, supervision, motivation). The findings found that team involvement in team goals is associated with team performance. This finding suggests that managers need to involve team members in setting reachable goals which provide a sense of direction to teams. In conclusion, the study found that there is a relationship between team ‘behavioural’ characteristics such as role clarity, role satisfaction and division of task into sub-teams and team performance in the Malaysian context. Ethnic values and cultural differences also influence team members’ behaviour. The study suggests that goal contribution by team and customer provide a sense of direction to teams in achieving the teams’ outcomes. Celebration of team success and team participation in convention enhances team performance.