The relationship between team cohesion and team performance has been extensively studied, but behavioral mediators of this relationship have not been adequately assessed. This study proposed that backup behavior mediates the relationship between team cohesion and team performance. In addition, it was also hypothesized that team goal commitment would moderate the relationship between team cohesion and team backup behavior. 138 participants forming 46 teams of three were assigned to one of fours conditions to test this framework: high cohesion/high goal commitment, high cohesion/low goal commitment, low cohesion/high goal commitment, and low cohesion/low goal commitment. Results indicated no significant differences between conditions. However, correlations and regressions based upon self and observer ratings suggest that team cohesion and team goal commitment, but not backup behavior, hold strong relationships to team errors. Finally, exploratory analyses revealed an interaction between team cohesion and team goal commitment on team performance indices. Lowest performance occurred in teams with low cohesion and low goal commitment, but there were no apparent difference between high and low goal commitment in teams with high cohesion. Implications of these results are discussed in the paper.

This dissertation contributes an enhanced understanding of team cognition, in general, and collaborative problem solving (CPS), specifically, through an integration of methods that measure team interaction dynamics and knowledge building as it occurs during a complex CPS task. The need for better understanding CPS has risen in prominence as many organizations have increasingly worked to address complex problems requiring the combination of diverse sets of individual expertise to achieve solutions for novel problems. Towards this end, the present research drew from theoretical and empirical work on Macrocognition in Teams that describes the knowledge coordination arising from team communications during CPS. It built from this by incorporating the study of team interaction during complex collaborative cognition. Interaction between team members in such contexts has proven to be inherently dynamic and exhibiting nonlinear patterns not accounted for by extant research methods. To redress this gap, the present research drew from work in cognitive science designed to study social and team interaction as a nonlinear dynamical system. CPS was examined by studying knowledge building and interaction processes of 43 dyads working on NASA's Moonbase Alpha simulation, a CPS task. Both non-verbal and verbal interaction dynamics were examined. Specifically, frame-differencing, an automated video analysis technique, was used to capture the bodily movements of participants and content coding was applied to the teams' communications to characterize their CPS processes. A combination of linear (i.e., multiple regression, t-test, and time-lagged cross-correlation analysis), as well as nonlinear analytic techniques (i.e., recurrence quantification analysis; RQA) were applied. In terms of the predicted interaction dynamics, it was hypothesized that teams would exhibit synchronization in their bodily movements and complementarity in their communications and further, that teams more strongly exhibiting these forms of coordination will produce better problem solving outcomes. Results showed that teams did exhibit a pattern of bodily movements that could be characterized as synchronized, but higher synchronization was not systematically related to performance. Further, results showed that teams did exhibit communicative interaction that was complementary, but this was not predictive of better problem solving performance. Several exploratory research questions were proposed as a way of refining the application of these techniques to the investigation of CPS. Results showed that semantic code-based communications time-series and %REC and ENTROPY recurrence-based measures were most sensitive to differences in performance. Overall, this dissertation adds to the scientific body of knowledge by advancing theory and empirical knowledge on the forms of verbal and non-verbal team interaction during CPS, but future work remains to be conducted to identify the relationship between interaction dynamics and CPS performance.

No description available.

Digital transformation is changing the world with new technology being employed and changing how different industries approach their operations. The pressure of transformation is felt by the fashion industry, where the design process is changing through the use of new technology, such as 3D CAD systems for developing garments. However, the transformation of the fashion industry is slow and requires technology adoption. Technology adoption brings with it challenges, such as issues with compatibility between new and old systems along with disturbances to existing work processes. Technology adoption is made even more complex as the design process is often carried out through teams, and adoption of new technology being carried out by teams rather than just by individuals working alone. As the understanding of how teams work together to adopt and implement new technology is limited, it is of interest to study how teams adopt new technology in order to understand how to shape adoption in the future and keep up with the societal changes bringing and brought by digital transformation. This study therefore aims to explore how small design teams within the fashion industry adopt technology into their design process. This is done through a case study featuring a Swedish fashion firm, currently on a digital transformation journey. The study follows design teams in an adoption project working towards implementing a 3D CAD system into their existing design process. Data in this qualitative case study has been collected through the use of semi-structured interviews, observations and the review of internal and external documentation. Collected data has then been coded and compiled into a code structure that visualizes different levels of detail of the findings. This study reveals that small design teams successfully adopt new systems into their work process by setting realistic implementation goals together, collaborating closely within and outside the teams, and learning from each other. Teams utilize a participatory ergonomics approach to set goals and perceive immediate and potential improvements, similar to established models for technology adoption research. Team dynamics facilitate technology adoption among design teams. The introduction of new technology leads to changes in team interactions, fostering a stronger team culture and promoting understanding of how adoption affects different roles' workloads. This understanding prompts team members to reevaluate task transfers, prioritize knowledge sharing, and engage in collaborative problem-solving. Together, these findings lead to the introduction of the concept of collaborative adoption, in order to incorporate the main identified aspects of team adoption into one framework. / Digital transformation förändrar världen med ny teknik som används och förändrar hur olika branscher tar sig an sin verksamhet. Denna förändring upplevs av modeindustrin, där designprocessen förändras genom användning av ny teknik, såsom 3D CAD-system för att utveckla plagg. Men omvandlingen av modebranschen går långsamt och kräver teknikadoption. Teknikadoption för med sig utmaningar, såsom problem med kompatibilitet mellan nya och gamla system samt störningar i befintliga arbetsprocesser. Teknikadoption görs ännu mer komplex eftersom designprocessen ofta utförs avteam, och adoption av ny teknik då görs av team snarare än bara av individer som arbetar ensamma. Eftersom förståelsen för hur team samarbetar med att anta och implementera ny teknik är begränsad, är det av intresse att studera hur team anammar ny teknik för att förstå hur man kan forma adoption i framtiden och hänga med i de samhällsförändringar som digitaliseringen medför och för med sig. Denna studie syftar därför till att undersöka hur små designteam inom modeindustrin adopterar teknologi i sin designprocess. Detta kommer att ske genom en fallstudie med en svensk modeorganisation som just nu befinner sig på en digital transformationsresa. Studien följer designteam i ett adoptionsprojekt som arbetar med att implementera ett 3D CAD-system i sin befintliga designprocess. Data i denna kvalitativa fallstudie har samlats in genom användning av semistrukturerade intervjuer, observationer och granskning av intern och extern dokumentation. Insamlad data har sedan kodats och sammanställts till en kodstruktur som visualiserar olika detaljnivåer av fynden. Denna studie visar att små designteam framgångsrikt tar till sig nya system i sin arbetsprocess genom att sätta upp realistiska implementeringsmål tillsammans, samarbeta nära inom och utanför teamen och lära av varandra. Tidiga användare sätter upp mål och visualiserar omedelbara och potentiella förbättringar, liknande etablerade modeller för forskning om teknikadoption. Teamdynamik underlättar teknikadoption bland designteam för tidiga användare. Införandet av ny teknik leder till förändringar i teaminteraktioner, främjar en starkare teamkultur och främjar förståelsen för hur adoption påverkar olika rollers arbetsbelastning. Denna förståelse uppmanar teammedlemmar att omvärdera uppgiftsöverföringar, prioritera kunskapsdelning och engagera sig i samarbetande problemlösning. Tillsammans leder dessa resultat till introduktionen av konceptet för samarbetsadoption, för att införliva de viktigaste identifierade aspekterna av teamadoption i ett ramverk.

No description available.

Corporations spend a great deal of time and money trying to facilitate innovation in their employees. The act of introducing something new, a product or a service that is viable and innovative is often increased by enhancing or nurturing creativity.This experimental study investigated the effect of group verbally interactive brainstorming (social interaction) on creativity, not by comparing the number of ideas generated on a simple task in a brainstorming session, but by assessing creativity in the final product of a complex heuristic task. The purpose of this study was to compare the effect of group interactive brainstorming to individual brainstorming on individual creativity assessed in the final product.The hypothesis which was tested in this study was that participation in group verbally interactive brainstorming prior to developing a design solution would not facilitate creativity in the final product more than individual brainstorming. Indeed, it was hypothesized that individuals brainstorming in teams.Participants were 36 interior design students in a FIDER accredited program at Virginia Tech. The Multidimensional Stimulus Fluency Measure (MSFM) was administered before beginning the experiment in order to determine individual differences in creativity. Subjects were randomly assigned to either a treatment group than participated in group verbally interactive brainstorming prior to developing a product individually, or a control group that participated in an individual brainstorming session. All subjects then created a design project individually that was assessed for creativity by judges who were recruited from professional interior design organizations. Creativity was measures using the Consensual Assessment for Interior Design Creativity (Barnard, 1992). A post session questionnaire also was used to measure attitudes and perceptions of the subjects about the creative process.Analysis of variance revealed no significant differences when creativity scores were compared between two brainstorming groups. That is, projects developed by interior design students did not differ significantly in creativity systematically between the two brainstorming techniques. When scores on the two dependent variables of secondary interest (novelty and appropriateness) were compared between groups they also did not differ significantly.Responses to post-session questionnaires indicated that although students found it more difficult to generate ideas in a group, they still believed they would generate more ideas and preferred to generate ideas in a group rather than alone. However, when developing a project students preferred to work independently.This study supports past research which suggests that group verbally interactive brainstorming does not enhance creativity. In this study, interactive brainstorming neither enhanced nor constrained creativity in the final product. The creativity scores were higher for those in the individual brainstorming condition, although not significantly so. This study also supports findings which indicate that people still believe they will generate more ideas in a group and that they prefer to generate ideas as a group. / Ph. D.

本研究以團隊研究的角度探討創新的過程，進而去探討比較深入的團隊互動細節。本研究希望能夠將創新過程與團隊研究進行整合與對話，從中了解到團隊研究對於創新有何助益，而創新過程中不同的團隊因素之間又有何關聯性存在著？進而對我國企業未來進行創新過程時能有所助益。 研究對象的選擇方面，經由研究者立意評估之後，決定選擇「iBook與蘋果電腦協同設計個案」、「國豐Monitor品牌經營個案」、「華宇PMP之商品開發個案」、「華宇LCD Monitor商品開發個案」作為本研究之研究個案，原因簡述如后。 iBook與蘋果電腦協同設計個案： 爭取到蘋果電腦的合作意向之後，持續進行協同設計達五年之久。從創意發想到進行提案，成功爭取蘋果電腦首肯同意合作，並且開始進行iBook的細部開發，面對先進技術的未知性，面對及時上市的壓力，最後成功在市場上獲得好評。該公司當時只是成立不到一年的新公司，面對大廠環伺，該公司如何能夠勝出進行創新過程？以小搏大是本案例的獨特性，更能帶給新創業者不一樣的啟示。 國豐CRT Monitor品牌經營個案： 從無到有推出自有品牌，在傳統CRT螢幕被LCD取代之前穩占世界前五大品牌。從創意發想到確定構想，進而進行跨團隊合作，整合不同國家的人員進行創新過程，並且成功在市場上獲得一席之地。如何在眾家CRT競爭之下脫穎而出，值得深入進行探討。 華宇PMP商品開發個案： 華宇當時決定進行PMP產品的開發，在全無類似產品開發的經驗下，持續近一年之久。從創意發想到產品研發與製作，都是公司先前沒有經驗的領域，而且過去的華宇是以筆記型電腦代工為主，對於PMP產品並沒有接觸。華宇是個代工廠，且以筆記型電腦代工為主力，在這樣情境下的創新過程，會是怎樣轉折值得探討。 華宇LCD Monitor商品開發個案： 華宇在PMP商品開發失敗後，決定事業部化，遂成立視訊事業部專司LCD Monitor研發。捲土重來，雖然PMP失敗了，但是LCD卻成功，其中的原因為何？歷經一次失敗後，成功熱銷LCD Monitor之過程，浴火重生經驗值得研究。 本研究之個案均有獨特的背景與環境，研究者針對團隊研究之因素進行分析，找到各個團隊因素之間的關聯性後，以此進行本研究個案之研究探討，最後並作出結論與提出建議。 / This research will look at the process of “creativity to product” from the angle of team research. Team research focuses on confirming the interconnection of the factor such as the relationship between the leader and follower, the relationship between knowledge sharing and the innovation, etc. I decide to choose “Cooperating design of iBook and Apple computer”, ” Kuofeng monitor brands perating”, ”Arima’s PMP products development”, and “Arima’s LCD monitor development” as the cases studies for this research. The result of the cases I listed above. Cooperating design of iBook and Apple computer： From idea to proposal and finally the permission, ibook has cooperated with Apple computer for five years. Although faced with pressure and uncertainty, iBook finally was popular in the market. Encountered with many strong manufacturers, iBook was just a new company open less than one year. Its success in that kind of predicament can set a good example for the innovative industries. Kuofeng CRT monitor brands operating: Starting the brand from scratch, Kuofeng was always the top five brands before LCD replaced CRT monitor. From idea to realization, and then team work, they integrate the perators from different countries and different field, and successfully gain a place in the market. It completely experienced the process so that it also fit the criteria of comparability. Arima’s PMP products development: Arima wanted to find a way out by developing a new product, which was PMP. However, Arima did not possess the specialists of PMP related-products, neither did the industry. Though many adversities, what caused the final failure? I will elaborate this in my paper. Arima’s LCD monitors development: After the failure of PMP, the company became profit-centered. One of the unit specialized in developing the the LCD monitor.They did not have the experience but still developed the product received huge success. Compared with the failure of PMP, what cause the final success of this product? However they all have different background, direction and environment. How will these factors affect the result is worth doing research on it.The structure of this research is reflecting on the literatures, and focusing on the team factors to analyze, and using these results to study the cases.