The purpose of this thesis is to realize how team organization and team operation process affect team performance. The team organization and team operation process are very important issue to performance relation. We try to build three models to study how team organization¡]including team size¡A team member¡Aworking design¡Ateam norm¡^and team operation process (including team culture¡Aleadership¡A micro control for CEO ) affect team performance (including project performance¡A performance management). We found that : (1) working design¡Ateam culture and leadership are positive effect in project performance. (2) team norm and leadership effect in performance management. We analysis different team for the public and the private company. We found that¡G team norm and leadership are positive effect in project performance for the public company . (2) team norm and leadership effect in performance management for the private company. They have leadership common factor in performance management. Another , about differences for job teams¡Athey are different factor due to influence their project performance and performance management.

The use of Virtual Teams has become substantially more common place as the “global economy” has grown. Technology has enabled teams to collaborate across time and space, but can these teams perform as well or better than their co-located peers? The answer to this question is critical for companies considering offshoring or near shoring specific job functions. This question is also important for companies that require specialized resources that are unavailable in the local market place. The cost of relocating and centralizing specialized resources can be high and can be altogether avoided if virtual team performance is high. This paper addresses the performance question, discusses contingency factors impacting performance, and provides recommendations based both on the research and real world experience of the author / text

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In today's world of global software teams, managing members from multiple countries and cultures adds to an already complex mix of software productivity issues. While software team compositions have been researched based on tasks, personality, and role descriptions, few models exist to help software project managers reason about software teams with respect to culture. As more culturally diverse teams develop software products, software project managers need to manage teams based on cultural factors that will inevitably arise. This research examines the effect of culture on software project team management, and its impacts on software productivity, especially as it pertains to requirements engineering tasks. The main objective is to investigate how individuals from different cultures work together in software development projects, and to use that understanding to formulate a model for reasoning about key cultural factors. Communication is a critical part of software project team effectiveness. Hence, this research examines how cultural factors (e.g., language, attitudes, roles, social organization, and time) affect the communication process in software development projects. Based on an initial survey of multicultural teams, this research examines some of the issues that arise from diverse teams working together. The survey results led to language and attitudes as dominant aspects of communication that impact software productivity. Time, roles, and social organization also had considerable influence from the preliminary results. From these results, the research approach was refined and more specific survey instruments were designed to aid in identifying the critical factors that impact software productivity. The results of the second set of the surveys showed that various cultures have different attitudes and behaviors, which in turn have distinct impacts on productivity in terms of more rework and delay. Furthermore, multicultural teams have miscommunication issues with respect to differences in languages, attitudes, roles, time, and social organization. The effect of some cultural factors on communication and productivity vary from culture to culture. Based on the results of the surveys, a model for Multicultural Software Project Team Management is described. This model was substantiated with further surveys using software professionals with experience working on multicultural teams. / Ph. D.

Selten wird Software nur an einem Standort entwickelt. Teams oder Teammitglieder können auf der ganzen Welt verstreut sein, um gemeinsam an einem Produkt oder einer Aufgabe zu arbeiten. Gleichzeitig werden agile Vorgehen bei der Entwicklung neuer Software zunehmend populär, die aber einen hohen Kommunikationsaufwand zwischen allen Beteiligten erfordern. Wo anfänglich ein Widerspruch zu vermuten ist, zeigen die Erfahrungen der Saxonia Systems AG, dass die agilen Werte und Prinzipien die verteilte Entwicklung positiv beeinflussen können. Mit der Zeit haben die Teams Erfahrungen gesammelt und Best Practices definiert. Daraus entstand das Konzept „Ein Team Ein Office“ (ETEO), welches heute einen virtuellen Projektraum, ausgewählte Kollaborationswerkzeuge, angepasste Prozesse und Rollen und ein motiviertes Team umfasst. In diesem Artikel werden wir anhand des VIST-Modells zeigen, dass agile und verteilte Arbeit kein Widerspruch ist und wie wir mit ETEO die agile und verteilte Softwareentwicklung unterstützen.

A internacionalização das empresas brasileiras traz uma nova realidade: a necessidade de implementação de projetos globais. Estes trazem, em seu bojo, o desafio do gerenciamento de equipes multiculturais. Sendo um fenômeno recente, com pouco desenvolvimento teórico, o presente estudo buscou entender as relações entre características culturais e desempenho de equipes de projetos globais em multinacionais brasileiras, em contextos de alta e baixa distância cultural. Uma vez identificadas estas relações, tratou-se de entendê-las à luz do processo de gerenciamento de equipes. Para levar avante esta discussão, empreendeu-se um estudo de campo com enfoque tanto quantitativo quanto qualitativo junto a 34 projetos globais de multinacionais brasileiras, em que participaram pessoas oriundas de 22 países. Os resultados indicam que características culturais estão, sim, associadas ao desempenho da equipe, seja técnico ou humano, e que essa associação tem diferentes intensidades a depender do contexto. A proximidade hierárquica e o coletivismo foram mais importantes em contextos de baixa distância, enquanto que a feminilidade e a propensão ao risco foram mais importantes em contexto de alta distância cultural. Em que pesem estes resultados, verificou-se que há, entre os projetos pesquisados, pouca preocupação concreta com a questão da multiculturalidade e pouco incentivo ao desenvolvimento intercultural dos membros da equipe, o que acaba prejudicando a construção de um mindset global, importante para as empresas multinacionais brasileiras atuarem com sucesso no exterior. Ao final do estudo, foram propostas recomendações para que as empresas brasileiras comecem a gerenciar suas equipes globais de forma a evitar os problemas que a multiculturalidade pode trazer, que vão desde conflitos entre pessoas até o fracasso do projeto. / The internationalization of Brazilian companies brings a new reality: the need for implementation of global projects. These, in turn, carry in their essence the challenge of managing multicultural teams. Being a recent phenomenon, with little theoretical development, this study sought to understand the relationships between cultural features and performance of project teams in global projects of Brazilian multinationals, in contexts of high and low cultural distance. Once these relations were identified, we tried to understand them in light of the teams management process. To carry out this discussion, we undertook a field study, with both quantitative and qualitative focus, of 34 global projects of Brazilian multinationals, in which people from 22 countries took part. The results indicate that cultural traits are associated to team performance, whether technical or human, and this association has different intensities depending on the context. At the end of the study, recommendations were proposed for Brazilian companies to start managing their global teams so as to avoid the problems that multiculturalism can bring, which range from conflicts between people until the complete failure of the project.

The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative.The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change.The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies. / Program: Magisterutbildning i informatik

A internacionalização das empresas brasileiras traz uma nova realidade: a necessidade de implementação de projetos globais. Estes trazem, em seu bojo, o desafio do gerenciamento de equipes multiculturais. Sendo um fenômeno recente, com pouco desenvolvimento teórico, o presente estudo buscou entender as relações entre características culturais e desempenho de equipes de projetos globais em multinacionais brasileiras, em contextos de alta e baixa distância cultural. Uma vez identificadas estas relações, tratou-se de entendê-las à luz do processo de gerenciamento de equipes. Para levar avante esta discussão, empreendeu-se um estudo de campo com enfoque tanto quantitativo quanto qualitativo junto a 34 projetos globais de multinacionais brasileiras, em que participaram pessoas oriundas de 22 países. Os resultados indicam que características culturais estão, sim, associadas ao desempenho da equipe, seja técnico ou humano, e que essa associação tem diferentes intensidades a depender do contexto. A proximidade hierárquica e o coletivismo foram mais importantes em contextos de baixa distância, enquanto que a feminilidade e a propensão ao risco foram mais importantes em contexto de alta distância cultural. Em que pesem estes resultados, verificou-se que há, entre os projetos pesquisados, pouca preocupação concreta com a questão da multiculturalidade e pouco incentivo ao desenvolvimento intercultural dos membros da equipe, o que acaba prejudicando a construção de um mindset global, importante para as empresas multinacionais brasileiras atuarem com sucesso no exterior. Ao final do estudo, foram propostas recomendações para que as empresas brasileiras comecem a gerenciar suas equipes globais de forma a evitar os problemas que a multiculturalidade pode trazer, que vão desde conflitos entre pessoas até o fracasso do projeto. / The internationalization of Brazilian companies brings a new reality: the need for implementation of global projects. These, in turn, carry in their essence the challenge of managing multicultural teams. Being a recent phenomenon, with little theoretical development, this study sought to understand the relationships between cultural features and performance of project teams in global projects of Brazilian multinationals, in contexts of high and low cultural distance. Once these relations were identified, we tried to understand them in light of the teams management process. To carry out this discussion, we undertook a field study, with both quantitative and qualitative focus, of 34 global projects of Brazilian multinationals, in which people from 22 countries took part. The results indicate that cultural traits are associated to team performance, whether technical or human, and this association has different intensities depending on the context. At the end of the study, recommendations were proposed for Brazilian companies to start managing their global teams so as to avoid the problems that multiculturalism can bring, which range from conflicts between people until the complete failure of the project.

This study examines the determinants of organizational commitment in a self-managing work team setting. The data used in the study are from a sample of 313 employees in an electronics manufacturing plant. Chapter one introduces the reader to the topic of self-managing work teams and explains the relevance of commitment to this organizational structure. Chapter two is a review of the literature which focuses on commitment, its determinants, and two theories used to explain the relationship between them. The remaining chapters describe the methodology used in the study, explain the findings and draw conclusions. Of all the factors analyzed, only perceived organizational support and autonomy were found to influence commitment in this sample. The relevance of these findings for business and academia is discussed.

Selten wird Software nur an einem Standort entwickelt. Teams oder Teammitglieder können auf der ganzen Welt verstreut sein, um gemeinsam an einem Produkt oder einer Aufgabe zu arbeiten. Gleichzeitig werden agile Vorgehen bei der Entwicklung neuer Software zunehmend populär, die aber einen hohen Kommunikationsaufwand zwischen allen Beteiligten erfordern. Wo anfänglich ein Widerspruch zu vermuten ist, zeigen die Erfahrungen der Saxonia Systems AG, dass die agilen Werte und Prinzipien die verteilte Entwicklung positiv beeinflussen können. Mit der Zeit haben die Teams Erfahrungen gesammelt und Best Practices definiert. Daraus entstand das Konzept „Ein Team Ein Office“ (ETEO), welches heute einen virtuellen Projektraum, ausgewählte Kollaborationswerkzeuge, angepasste Prozesse und Rollen und ein motiviertes Team umfasst. In diesem Artikel werden wir anhand des VIST-Modells zeigen, dass agile und verteilte Arbeit kein Widerspruch ist und wie wir mit ETEO die agile und verteilte Softwareentwicklung unterstützen.