京都大学 / 0048 / 新制・課程博士 / 博士(経済学) / 甲第22717号 / 経博第620号 / 新制||経||294(附属図書館) / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 関口 倫紀, 教授 若林 直樹, 教授 椙山 泰生 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DGAM

The aim of this research is to explore the behavioral aspects that are affected among mid-level and lower-level team members when outsourcing to foreign countries in the film industry in a project management context. More specifically, we delve into how team dynamics, communication, and trust are affected within project teams. Previous research and theory are employed throughout the research process, including Hofstede's Six Cultural Dimensions, Stuart Hall’s Model of Encoding and Decoding, the Riley & Riley Model of Communication, the FIRO model, and Adler’s Optimal Levels of Trust. This research is inductive and qualitative, consisting of five semi-structured interviews with various professionals in the film industry. The analysis is triangulated amongst the interviewees and previous research to give further insight into the behavioral aspects affected by outsourcing in the film industry. Our findings emphasized improvement in team dynamics when open-mindedness and willingness to learn is present amongst team members. Guided by the leadership of mid-level management, the work environment became more desirable when adapting to thelocal crew’s industry standards, leading to quicker team bonds and higher levels of trust. This was also accomplished through allocating time for socialization between team members. Conflict may be avoided through successful knowledge transfer between original and native teams. Language barriers may require a translator or fixer to be hiredto bridge those gaps. Overall, outsourcing to foreign crews was found to be an extremely valuable experience, provided all aforementioned behavioral aspects were successfully met by team members. This research serves to add to the understanding of how foreign outsourcing has an effect on the work environment of a project team, as past literature has not explored these behavioral aspects within the film industry. Therefore, we found it necessary to provide further insight into this field.

In today’s workplace, teams are complex, ever-changing, and heavily influenced by team diversity. Diversity, Equity, and Inclusion (DEI) Programs aim to increase the demographic representation of underrepresented groups, which invariably influences team composition and, ultimately, team dynamics. An organization should focus DEI efforts on the needs of a diverse team, given the existing research that shows that organizational diversity influences organizational dynamics and performance (e.g., (Li et al., 2018). Nonetheless, the literature regarding the relationship between team diversity and team dynamics is deficient. Research regarding the relationship between team diversity and team performance is inconclusive and inconsistent (van Knippenberg et al., 2004). Henceforth, my study objectives were to examine how diversity - demographic characteristics (gender, ethnicity, age) and cognitive characteristics (education and functional) influenced team processes (conflict and information sharing) and team performance. I used surveys to gather information about individual diversity. Using correlational and moderated multiple regression analyses, I examined relationships. Ethnic representation demonstrated a negative relationship with information sharing, while gender diversity demonstrated a positive relationship with information sharing. Age diversity and team tenure demonstrated positive relationships with team task performance. Additionally, I determined that different methods of calculating diversity impacted the results. This study showed that team diversity could explain team processes and team performance.Keywords: Diversity, Team Performance, Diversity Climate, Inclusive Leadership / Business Administration/Interdisciplinary

[Context] Interdisciplinary healthcare teams (IHTs) include practitioners from different disciplines who collaborate for providing care to patients. IHTs often follow clinical workflows composed of tasks that must be executed by practitioners with specific capabilities. The membership in an IHT can however evolve over time for a given patient. [Problem] Existing Business Process Management (BPM) suites and their workflow execution engines are designed for supporting and monitoring general workflows, but they are insufficient in supporting the allocation of tasks to the most suitable practitioners during the execution of healthcare workflows in a dynamic context. [Methodology] Using Design Science Research, this thesis builds on top of an existing semantic layer, which includes an ontology defining IHT team concepts and relationships that are used to reason automatically about team dynamics, in order to add dynamic team management to BPM suites. It does so by proposing and designing middleware (including a generic interface) that enables the semantic layer to command the BPM suite to allocate suitable practitioners to tasks during the execution of clinical workflows. The design and implementation of this middleware are discussed, and the latter is tested on a commercial BPM suite for two realistic clinical processes. [Results] The proof-of-concept implementation demonstrates the feasibility of using middleware with a generic interface to add support for IHT executing BPM suite when managing a patient. In addition, the thesis also demonstrates that the ontology used in the semantic layer is minimal, that is, all of its concepts and relationships are necessary for the required team functionalities (usually absent from BPM tools) to work properly.

This study is an exploration of a change management intervention tool described here as the Hypothetical'. This tool is not described in organisation literature, but many of its functions and features can be found in theories relating to, for example, organisational communication, change management, leadership and team dynamics. The Hypothetical does, however, appear as a discussion forum in the popular media. In the 1980s and 1990s, the high profile television program, Hypotheticals, hosted by Geoffrey Robertson QC, dramatised decision making processes, and teased out some of the moral dilemmas inherent in social and political problems, utilising high profile panelists from the social, political and business elites. In the 1990s, the Hypothetical made a transition from the television screen to the management meeting room and the executive suite. The researcher of this study has similarly used the Hypothetical in his capacity as a communications consultant for a number of public and private client organisations. With this background, this study was undertaken to explore the Hypothetical and to identify those functions and features that define its appropriateness as an intervention for organisational communication and change. The findings from this study are founded on two aspects a review of relevant organisation literature, and data from the presentation of a specific Hypothetical intervention to the public organisation Centrelink Queensland. The Hypothetical tool, as identified in this study, is a one-off, 90 minute performance involving a facilitator, audience, and members of a panel who represent the organisation in which semi-fictitious storylines are meant to symbolise elements in the cultural life of the organisation. The study also identifies a Hypothetical process in which research methods that are applied, before and after the intervention performance, help to identify the functions and features of the intervention. The features of the Hypothetical, as an intervention are viewed through the lens of Goffman's 1959) classic theoretical framework of symbolic interactionism, where the organisation is conceptualised as 'theatre', and the motivations and actions of its members are interpreted through the symbolism of theatrical performance and interaction. The study also draws on symbolic convergence theory to explain what happens inside an organisation through the language, conflicts and shared cultural experiences of its members. The Centrelink Hypothetical in this study reflects aspects of the shared organisational culture, and presents its fictitious storylines in the context of dialogues between its panelists. The panelists are representatives of their organisation and are heard reflecting the values of that organisation's culture. Consequently, the analysis of text through the Hypothetical transcript the deciphering of shared narratives, mindsets, motivations and visions of the future, and so forth forms a significant aspect of the study for conceptualising Centrelink organisational culture, and for identifying how problems of communication and change have become embedded in that culture. More specifically, it is through the Centrelink Hypothetical that this study seeks to identify the functions of the Hypothetical and to determine how they may contribute solutions to Centrelink's management problems. The literature consulted for this study reveals that the Hypothetical is closely allied, as an intervention process, with the relatively new management practice of scenario planning. It scenario planning that attempts to build a generative learning capability within organisations a continuously looping process of deep learning that takes place within each organisation's unique strategic conversation. This study draws on scenario planing to identify similar performance features within the Hypothetical process stimulating the organisation to be responsive to, and to embrace, change; finding appropriate methods of communication; identifying and modifying mental models. This study also highlights a significant difference between the scenario planning process and the Hypothetical. Emerging literature in management psychology asserts the importance of the emotionally intelligent team, which demonstrates its social skills and empathy. However, the driving force behind scenario planning is 'the business idea', or the organisation's mental model and what drives it, and there is little or no attention paid to the importance of emotional capabilities in the scenario planning literature. Findings from the Centrelink case demonstrate that a significant dimension of the Hypothetical experience is the impact of symbolically convergent scripted roles and the related capacity to utilise emotional intelligence. Consequently, this study recommends that suitable emotional frameworks be employed throughout the Hypothetical process to help discern appropriate members' behaviours and suggest how the combination of such behaviours may be used to enhance the organisation's future generative learning process.

Database modeling is a complex conceptual topic often taught through the use of project-based teams. One of the problems with the use of project-based teams in university courses is the determination of whether this is the most effective use of instructor and student time involvement and effort level. Therefore, this study investigated the impact of providing team dynamics training prior to the commencement of short-duration project-based team conceptual data modeling projects on individual data modeling task performance (DMTP) outcomes and team cohesiveness. The literature review encompassed conceptual data design modeling, the use of a project-based team approach, team dynamics and cohesion, self-efficacy, gender, and diversity. The research population consisted of 75 university students at a North American University (Canadian) pursuing a business program requiring an information systems course in which database design components are taught. Analysis of the collected data revealed that there was a statistically significant inverse relationship found between the provision of team dynamics training and individual DMTP. However, no statistically significant relationship was found between team dynamics training and team cohesion. Therefore, this study calls into question the value of team dynamics training on learning outcomes in the case of very short duration project-based teams involved in conceptual data modeling tasks. Additional research in this area would need to clarify what about this particular experiment might have contributed to these results.

The thesis focuses on psychosocial dynamics of teams in isolation and its development over time. Literature review summarises various psychosocial and psychological aspects of human coexistence in extreme environments. It includes the risks and psychological countermeasures, description of stressors and other challenges, the intragroup issues and their development over time. It puts emphasis on defining the most challenging parts of missions and tries to identify patterns. Additionally, the relationship between the crew and MCC is addressed. The literature review is followed by a study focused on the development of intragroup relations and the crew-MCC relations in two analogue missions, Lunar Expedition-0 and Lunar Expedition-1. The research design consisted of a questionnaire, an interview with the whole crew, and the individual interviews with all respective astronauts. Additionally, a new visualization method, Dotty Overview of Team Interactions (DOTI), has been created as a part of this research. DOTI was described and used to visualize the data relating mutual interactions among the crewmembers. All of the results are presented, described and discussed. Keywords: team dynamics, crew, analogue space missions, interactions, relationship between crew and mission control

<p>Engineering students are expected to develop professional skills in addition to their technical knowledge as outcomes of accredited engineering programs. Among the most critical professional skills is the ability to work effectively in a team. Working effectively in teams has learning benefits and also provides an environment for developing other professional skills such as communication, leadership skills, and time management. However, students will develop those skills only if their teams function effectively.</p> <p>This dissertation includes three studies that together inform team formation and management practices to improve team dynamics. The first study investigates mixed-gender team dynamics to determine whether those teams are realizing their potential. The second study explores the relationship of individual psychological safety and students’ team member effectiveness and the moderating effects of team-level psychological safety. The third study explores self-rating bias among first-year engineering students and its relationship to student characteristics and dimensions of team-member effectiveness. </p> <p>Although mixed-gender teams had equal team dynamics with all-male teams, more team facilitation and training are needed to improve the experience of mixed-gender teams. Asian, Black, and Hispanic/Latino students, as well as students with lower GPA, report lower psychological safety, which is associated with lower team-member effectiveness. Team-level psychological safety moderated this effect for Asian and Hispanic/Latino students. Students’ effort in teams was associated with lower self-rating bias, likely an indication of greater self-awareness. Together, these studies and their findings contribute to a broader understanding that there are interrelationships among team composition, team dynamics, and team-member effectiveness, and that these relationships differ based on student characteristics such as race/ethnicity, gender, and prior knowledge. This work adds to the body of research demonstrating the importance of teaching students about effective teamwork, conducting regular peer evaluations of team functioning, and interpreting those peer evaluations carefully to avoid perpetuating any biases. This work also demonstrates the usefulness of psychological safety as an important indicator of marginalization.</p>

Background:  The increment of global population flows has challenged businesses to harness the potential of a culturally diverse environment. Nonetheless, previous studies on the effect of cultural diversity on teams has been equivocal, specifically when it is related to a firm’s innovation process. Mostly, these said studies have been focusing on cultural diversity as an input and innovation performance as an output. This means, understanding the mechanisms under which cultural diversity affects team performance has yet to be established. There is however a consensus among scholars that cultural diversity can act as a “double-edged sword” as it can be a source of friction and conflict, but also synergy and learning.  Purpose:  The purpose of this study is to explore multicultural team dynamics involved in the new product development process and determine if and how cultural diversity affects the innovation process, particularly, in a global knowledge-intensive firm. Our study aims to contribute to a deeper understanding of how cultural differences drive specific team processes, and thereby, offer both practitioners and scholars important insights.  Method:  We made use of a qualitative research approach with an exploratory design and a single holistic case study of a Swedish-based global, knowledge-intensive company. By conducting semi-structured interviews with members of multicultural NPD teams and one HR representative, we gained an understanding of different views and experiences that shape the team dynamics, which ultimately influences the innovation process.  Conclusion:  The results of this study suggest that cultural diversity does not directly impact the innovation process, but rather the effect is influenced by certain contextual factors and materializes through specific team outcomes. These outcomes could positively or negatively impact the innovation process.

This study explores bank employees' attitudes and perceptions towards digitalization in their workplace and its impact on their work within team structures. The aim is to fill identified research gaps by specifically examining internal factors such as employees' attitudes towards technology and their participation in change processes. The study employs a qualitative methodology and conducts semi-structured interviews with bank employees at three bank branches in Uppsala. The Technology Acceptance Model (TAM) is used to analyze how bank employees accept and adapt to new technologies, while Tuckman's stages of group development is applied to investigate how team dynamics develop and are affected by digitalization. The study's results culminated in a developed model for digital acceptance within bank teams, highlighting the challenges and opportunities employees face in their daily work with digital tools. Furthermore, attitudes towards change, the impact of digital systems on team dynamics, and the work environment are analyzed. Among the conclusions drawn, it was found that a positive attitude and thorough understanding of digital tools among bank employees are crucial for a successful digital transformation. Additionally, team dynamics play a significant role in the acceptance and integration of new technology, emphasizing the importance of effective change management strategies within the banking sector. / Denna studie utforskar bankpersonalens attityder och föreställningar gentemot digitalisering på deras arbetsplats och dess inverkan på deras arbete inom teamstrukturer. Syftet är att fylla identifierade forskningsgap genom att specifikt granska interna faktorer såsom personalens attityd till teknik och deltagande i förändringsprocesser. Studiens metodik är kvalitativ och semistrukturerade intervjuer genomfördes med bankanställda vid tre bankkontor i Uppsala. Technology Acceptance Model (TAM) används för att analysera hur bankanställda accepterar och anpassar sig till ny teknik, medan Tuckmans modell för grupputveckling tillämpas för att undersöka hur teamdynamik utvecklas och påverkas av digitaliseringen. Studiens resultat mynnade ut i en utvecklad modell för digital acceptans inom bankteam, som belyser de utmaningar och möjligheter som anställda möter i sitt dagliga arbete med digitala verktyg. Vidare analyseras attityder till förändring, digitala systems påverkan på teamdynamik och arbetsmiljö ingående. Bland de slutsatser som dras, visade det sig att en positiv attityd och grundlig förståelse för digitala verktyg bland bankanställda är avgörande för en lyckad digital transformation. Vidare spelar teamdynamik en betydande roll i acceptansen och integrationen av ny teknik, vilket understryker vikten av effektiva förändringsledningsstrategier inom banksektorn.