ABSTRACT The Taiwanese idol dramas have been assailed by Japanese and Korean dramas for many years, but in the past few years they have also built up an increasing number of viewers. Therefore, they can be said to have great potential in business area, but were ignored by researchers. A popular show can be sold for as much as 132 million NT dollars each episode, which can be a lucrative industry. However, with limited budget and resources, how do Taiwanese idol dramas keep their competition? The study considered that teamwork and leadership play a crucial role. In the past, literature has been discussing many factors that influence project success and team performance in various industries, including factors such as human resource, teamwork, leadership, etc. However, none has carried an in-depth study on such factors in the idol drama industry. Therefore, the present study aims to investigate the key factors related to teamwork and leadership that may influence the success of the idol dramas during the production process. In this qualitative study, the researcher interviewed with five veteran staff of Taiwanese idol dramas and provided the following results¡G 1. The factors that influence the success of the idol dramas include the high uncertainty factors such as the social atmosphere, marketing and the TV channels that broadcast the show. The key factors are the qualifications of team members, teamwork and the competence of the leader. 2. The characteristics of the idol drama project may include the following: 1) a specified date for completion, 2) a specified and limited budget, 3) quality standards, 4) how the team members work together, and 5) the social atmosphere, which may not be essential in other kinds of projects. 3. The director is the key person related to the success of an idol drama. The director¡¦s competency, communication skills, leadership, problem-solving skills, emotional state and his/her characteristics are all crucial factors related to success. 4. The members of one successful team should have competence, experience and the ability to coordinate and communicate with others, as well as problem-solving skills, innovation, and particularly talents in art. In this industry, using interpersonal network is a main channel of finding qualified team members. 5. Communication is perhaps the most critical factor in management and interaction. Effective communication can lead to teamwork and friendly atmosphere. Teamwork and optimistic atmosphere can in turn lead to the success of a drama.

Thèse de 2e cycle--Institut de psychologie--Lausanne--Université de Lausanne, 2004. / Bibliogr. p. 59-61. Bibliogr.

Why do some groups of people work well together while others do not? It is commonly accepted that effective groups communicate well. Yet one of the biggest roadblocks facing the study of group communication is that it is extremely difficult to capture real-world group interactions and analyze the words people use in a timely manner. This project overcame this limitation in two ways. First, a broader and more systematic study of group processes was conducted by using a computerized text analysis program (Linguistic Inquiry and Word Count) that automatically codes natural language using pre-established rules. Groups that work well together typically exchange more knowledge and establish good social relationships, which is reflected in the way that they use words. The group dynamics of over 500 student discussion groups interacting via group chat were assessed by studying their language use. Second, a language feedback system was built to experimentally test the importance of certain group processes on group satisfaction and performance. It is now possible to provide language feedback by processing natural language dialogue using computerized text analysis in real time. The language feedback system can change the way the group works by providing individualized recommendations. In this way it is possible to manipulate group processes naturalistically. Together these studies provided evidence that important group processes can be detected even using simplistic natural language processing, and preliminary evidence that providing real-time feedback based on the words students use in a group discussion can improve learning by changing how the group works together. / text

Research on leadership in sport has primarily focused on the behaviors of coaches despite the claim that leadership behaviors of athletes are considered by many to be an important component of success. More precisely, ice hockey team captains are recognized as having a significant leadership role. The purpose of this study was to identify and examine the key leadership behaviors exhibited by athletes, specifically ice hockey team captains. Semi-structured in-depth interviews were conducted with six former university male ice hockey team captains. Data were analysed inductively, following the guidelines of Cote, Salmela, and Russell (1995). Three main areas emerged from the data analysis which were called: (a) the interpersonal characteristics and experiences, (b) the social interactions, and (c) the task behaviors. These results identified the influence of background experiences of team captains, the types of behaviors displayed, how the behaviors were manifested, when and where the behaviors were exhibited, and the individuals involved in these behaviors.

The purpose of this study was to identify and explain the dynamics involved in dyadic sport teams, as well as to differentiate dyads from larger teams. Semi-structured individual interviews consisting of open-ended questions were conducted with seven beach volleyball athletes. Cote', Salmela, and Russell's (1995) guidelines were used to inductively analyze and interpret the qualitative data. The results of the analysis revealed three higher-order categories concerning the dyadic relationship: (a) the sport environment, which included elements related to beach volleyball and an athletes' participation in it, the challenges a partnership sport presented, as well as comparisons between partnerships and other sports, (b) dyad structure and composition, which included elements that allowed a dyad to function and the importance of creating a sense of balance in the partnership, and (c) the dyadic interaction process, which focused on developing communication and cohesion in the partnership, and working towards an ideal state where interaction was efficient and effective, culminating in peak performance and a meaningful relationship. The results of the study have advanced the knowledge of group dynamics by differentiating the dyad from larger teams.

Proefschrift Universiteit van Amsterdam. / Met lit.opg. en samenvatting in het Nederlands.

Zugl.: Zürich, Univ., Diss., 2007

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

Zugl.: Mainz, Univ., Diss., 2008

Zugl.: Wien, Wirtschaftsuniv., Diss., 2007