This thesis presents a study in which an attempt to verify a new protocol for evaluating team performance in terms of control was made, and this on teams performing navigation in high speed in real life, natural contexts. A second objective was to identify key factors for achieving control during high-speed navigation. The study was built upon the theories of Cognitive Systems Engineering and Naturalistic Decision Making (NDM). The study also made a first attempt to expand the protocol with the theories of NDM. A pilot test in the form of a field study was conducted upon military crews driving and navigating the Combat Boat 90H off the coast of Gothenburg, Sweden. The results of the study indicated both teams being in, at lowest, the tactical control mode, and one team occasionally making the transition to the strategic control mode. There were some methodological issues with using the protocol in real life, natural contexts and these were examined. In general, the protocol was found to be applicable in this field. Key factors for achieving control during high-speed navigation could not be properly identified because of contextual problems, but one possible factor was that the use of Hollnagel’s TETO principle appeared to increase control. / I denna rapport presenteras en studie vari ett försök har gjorts att verifiera ett nytt protokoll som utvärderar gruppers prestationsförmåga i termer av kontroll. Protokollet testades på grupper som utförde navigation i hög fart under verkliga och naturliga kontexter med ett andra syfte att identifiera nyckelfaktorer för att uppnå kontroll under navigering i hög fart. Studien byggde på teorier om Cognitive Systems Engineering och Naturalistic Decision Making (NDM). Denna studie var också ett första försök i att expandera protokollet med teorier om NDM. En pilotstudie med protokollet i formen av en fältstudie utfördes på militärbesättningar som körde och navigerade Stridsbåt 90H utanför Göteborgs kust. Studiens resultat indikerade att båda grupperna befann sig som lägst i den taktiska kontrollnivån varav en grupp vid enstaka några tillfällen uppnådde den strategiska kontrollnivån. Det uppstod en del metodologiska problem med att använda protokollet i en verklig och naturlig miljö vilket utvärderades i rapporten. Generellt så gick protokollet att använda på grupper som utförde navigering i hög fart. Nyckelfaktorer för att uppnå kontroll i under navigering i hög fart kunde inte väl identifieras på grund av kontextuella problem, men en möjlig nyckelfaktor ar användandet av Hollnagels TETO-princip, vilket verkade leda till en ökad kontrollnivå.

The present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations.

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De nombreux travaux en démographie appliquée ont été réalisés dans le passé, entre autres au Québec, tels que des études portant sur la mortalité des médecins et des députés du Québec (Azeredo Teixeira et Bourbeau, 2017 ; Bourbeau et Émond, 1996). Cependant, à notre connaissance, très peu d’études se sont penchées sur la migration des athlètes et encore moins sur la migration de joueurs de la Ligue nationale de hockey (LNH). Pourtant, ces athlètes sont également exposés à une certaine forme de migration, à savoir le changement de leur lien d’appartenance à une équipe tout au long de leur carrière. L’objectif de cette étude est d’identifier les tendances de la migration professionnelle des joueurs de la LNH de 1969 à 2020, ainsi que d’identifier les caractéristiques liées à cette migration. Les analyses tiennent compte du caractère volontaire (joueur qui a le statut d’agent libre) ou involontaire (joueur échangé) de la migration. L'étude analyse les migrations de ces joueurs professionnels en utilisant la matrice origine-destination, le modèle de risque et de durée de Cox, le modèle à événements multiples, et la régression logistique. Les résultats indiquent que les joueurs sélectionnés après la première ronde du repêchage annuel de la LNH ont un risque significativement plus élevé de quitter leur première équipe d’appartenance par rapport aux joueurs sélectionnés en première ronde. Ce constat persiste en début de carrière pour les joueurs sélectionnés à partir du quatrième tour ou ceux non sélectionnés. De plus, les joueurs moins performants et non sélectionnés en première ronde ont plus de chances de migrer volontairement lors de leur première migration suggérant que celle-ci puisse résulter d’un manque d’intérêt des autres équipes pour un échange (migration involontaire) ou du choix de l’équipe de ne pas retenir les services du joueur. Le moment et le rang de la migration, ainsi que le lieu de naissance sont aussi des aspects que l’on doit considérer. Par exemple, par rapport aux joueurs nés au Québec, ceux nés en Ontario ont un risque significativement plus faible de migrer une deuxième fois alors que c’est l’inverse pour une première migration. Ces conclusions permettront aux jeunes hockeyeurs qui rêvent un jour atteindre la LNH de mieux comprendre le profil de la carrière d’un joueur professionnel. Elles pourraient aussi servir aux agents de joueurs qui y trouveront sûrement quelques éléments qui démontrent le caractère incertain de la carrière de leurs clients. / Numerous studies in applied demography have been conducted in the past, including in Quebec, such as studies on the mortality of physicians and members of the Quebec parliament (Azeredo Teixeira et Bourbeau, 2017; Bourbeau et Émond, 1996). However, to our knowledge, very few studies have examined the migration of athletes, and even fewer have looked at the migration of National hockey league (NHL) players. Yet, this group of athletes is also subject to a certain form of migration, namely, the change of their affiliation with one team or another throughout their career in the NHL. The objective of this study is to identify the trends in the professional migration of NHL players from 1969 to 2020, as well as to identify the characteristics related to their migration over the course of their career and at the beginning of it. The analyzes consider the voluntary nature (players with a free agent status) or involuntary nature (players traded) of the migration. The study analyzes the migrations of these professional players using the origin-destination matrix, the Cox risk and duration model, the multiple events model, and logistic regression. The results indicate that players selected after the first round of the annual NHL draft have a significantly higher risk of leaving their first team compared to players selected in the first round. This observation persists early in the careers of players selected onwards from the fourth round or those not selected at all. Furthermore, less-performing players and those not selected in the first round are more likely to migrate voluntarily during their first migration. This suggests that the "voluntary" first migration of these players may result from a lack of interest from other teams in a trade (involuntary migration) or the choice of the team not to retain the player’s services rather than, being a deliberate choice. The moment and round of migration and the birthplace are also aspects that must be considered. For example, compared to players born in Quebec, those born in Ontario have a significantly lower risk of migrating a second time, while the result is the opposite for the first migration. These conclusions will allow young hockey players who dream of one day reaching the NHL to better understand the career profile of a professional player. They could also be used by players' agents who will surely find some elements there which demonstrate the uncertain nature of their clients' careers.

團隊多元化(team diversity)指的是團隊成員於人口統計屬性(如性別、年齡與種族)或潛在特性(如人格特質、工作態度或工作價值觀)上之分配情形與差異程度，或可稱之為團隊異質性(team heterogeneity)。過去實證研究雖指出團隊多元化可對團隊結果產生不同方向與程度之影響，但對於不同類型多元化與不同團隊結果間之關係仍缺乏較完整之探討。本研究將團隊多元化區分為關係相關多元化(relation-oriented diversity)與工作相關多元化(job-related diversity)，其中，再進一步將關係相關多元化分為表象多元化(surface-level diversity)與深層多元化(deep-level diversity)，目的在釐清各種多元化屬性之異同處。同時，本研究另將團隊結果分為團隊歷程與團隊績效。與過去研究不同的，本研究不僅探討團隊內部凝聚力，更將團隊多元化連結至外部歷程－外部活動(external activity)，以檢視多元化與外部活動間之關聯性。 本研究以社會分類與社會認同理論解釋關係相關多元化對團隊歷程與團隊績效之影響，假設愈高的表象多元化與深層多元化將對團隊歷程與團隊績效造成負向影響。本研究另以資訊與決策觀點及認知資源觀點解釋工作相關多元化對團隊歷程與團隊績效之影響，假設工作相關多元化將對團隊外部活動與團隊績效造成正向影響。 本研究以62位團隊主管與280位研發工程師，共62個研發團隊為對象，探討關係相關多元化與工作相關多元化對各種團隊結果之影響。本研究以問卷調查法搜集資料，發放問卷予研發工程師與團隊主管，前者回答多元化屬性與團隊歷程問項，後者回答多元化屬性與團隊績效問項。 研究結果發現，深層多元化與團隊凝聚力呈負相關，且深層多元化對團隊凝聚力之負向影響大於表象多元化。表象多元化與外部活動呈負相關，且表象多元化愈高之團隊，其團隊績效愈低。同時，工作相關多元化對外部活動與團隊績效呈正相關。由此可知，不同類型之團隊多元化可對不同團隊結果造成影響，當團隊之關係相關多元化愈高時，其團隊凝聚力愈低；而當團隊之工作相關多元化愈高時，其團隊績效愈高。因此，在探討團隊多元化與團隊結果之關係時，須仔細地思考關係相關與工作相關多元化是否會對特定類型結果產生影響，方能有助於團隊多元化研究成果之累積。 / Team diversity refers to the differences and heterogeneity of the team members’ attributes that people use to tell themselves that another person is different. Diversity is traditionally conceptualized in terms of visible differences in age and gender. Individuals may also differ on less visible characteristics such as level of education, tenure, personality, and attitude. Past research had investigated the relationship between diversity and team outcomes, however, conclusive findings of the effects of diversity on team processes and outcomes still do not exist. There is a need to develop a theory to explain the complexity of diversity and team outcomes. In this study, we adopted Jackson, May, and Whitney’s (1995) argument, offering a distinction between relation-oriented and job-related diversity, in which the former represents diversity attribute that are easily detectable or underlying and likely to evoke others’ socioemotional responses. Furthermore, relation-oriented diversity is categorized as surface-level and deep-level attribute. The former is defined as biological characteristics that are typically reflected in physical features, the latter is the differences among members’ attitudes, beliefs, and personality. To understand the impact of different types of diversity in team outcomes, this study links diversity to team cohesiveness, performance, and a new outcome, external activity. According to social categorization and social identity theories, relation-oriented diversity is negatively related to team cohesiveness, external activity and team performance. Whereas the social categorization perspective explains the relationship between relation-oriented diversity and team outcomes, the information/decision-making and cognitive resources perspectives focus more on job-related diversity. The information/decision-making and cognitive resources theories propose that variances in job-related attributes have a positive impact through increase in the skills, abilities, information, knowledge, and confidence that diversity brings, independent of what happens in the group process. There are 62 team leaders and 280 engineers, totally 62 teams, responding to the survey. We distribute different questionnaires to leaders and engineers. Besides individual characteristics, leaders evaluated the team performance, and engineers answered their perception about their team. Results show that deep-level diversity is negatively related to cohesiveness. Moreover, the impact of deep-level diversity on cohesiveness is stronger than surface-level diversity. Teams higher in surface-level diversity perform less external activity, and received lower leader rating for team performance. Results also show that job-related diversity is positively related to team performance. Apparently, different type of diversity leads to specific team outcomes. Teams higher in relation-oriented diversity lower cohesiveness, and those higher in job-related diversity lead to higher performance. Implications and future research needs are discussed.

領導者之決策對於組織的影響甚大，不僅決定企業的獲利，更可能影響組織的存亡。在現今快速變遷的環境中，領導者經常面臨在時間壓力下需快速做出正確的決策，因此本研究著重於探討領導者才能對於領導者決策品質，以及團隊競爭力與績效之影響。具體而言，本研究從Sternberg所提出的WICS模式為出發點，探討「領導者智慧」、「領導者實用智力」、「領導者分析智力」及「領導者創新能力」對於「領導者決策品質」、「團隊競爭力與績效」之影響，並建構「領導者才能之競爭力模式」。至於領導者才能之競爭力模式，不僅可以做為後續相關研究之重要參考，亦可協助企業與領導者檢視其領導效能，進而做為改善競爭力與績效之重要依據。 本研究之問卷經嚴謹之程序編製，首先進行專家會議、信效度及因素分析之檢驗，之後再進行研究變項間之探討。研究樣本採立意取樣方式，以團隊為單位，每個團隊收集團隊領導者及其五位直屬部屬之調查問卷。本研究總計回收40位領導者與200位部屬之有效樣本，統計分析結果顯示，本研究所有量表皆具有良好之內部一致性信度（.754~.972）與效標關聯效度（.280~.820）。 此外，本研究根據結構方程模式驗證本研究之假設，綜合結果顯示：1. 領導者智慧、實用智力、分析智力及創新能力對於領導者決策品質具有顯著且正向之影響；2. 領導者決策品質對於團隊競爭力具有顯著且正向之影響；3. 團隊競爭力對於團隊績效具有顯著且正向之影響；4. 「領導者才能之競爭力模式」獲得實證支持。最後，研究者根據本研究結果，提出對未來學術研究與實務應用具體之建議。 / Leaders’ decisions have a great impact on organizations; they influence not only the revenue but also the survival of organizations. In this fast-changing environment, leaders always need to make fast and correct decisions under time pressure. Therefore, the focus of this study is the effect of leaders’ skills on the quality of leaders’ decisions so as to improve the competitiveness and performance of teams or organizations. The present study starts from WICS model which developed by Sternberg to examine the effect of leaders’ wisdom, practical intelligence, analytic intelligence, and creativity on the quality of leaders’ decisions, team competitiveness and performance, and to construct the competitiveness model of leaders’ skills. The development of competitiveness model of leaders’ skills could not only be used by following related studies, but also assist organizations and leaders to review leadership efficacy in order to improve the competitiveness and performance. The present study constructed the questionnaire through an expert committee, tests of reliability, validity, and factor analysis. The samples of team unit were collected using purposive sampling, and each unit included one leader and five immediate subordinates. A total of forty valid sample units which had forty leaders and two hundred immediate subordinates were collected. Through the statistical analysis, it shows the internal consistency reliability (.752-.972) and criterion-related validity (.280-.820) of all scales (leaders’ self-rating and subordinates’ other-rating) were excellent. Furthermore, according to the result of hypothesis testing and Structural Equation Modeling analysis, it shows: 1. Leaders’ wisdom, empirical intelligence, analytic intelligence, and creativity have a significant and positive influence on the quality of leaders’ decisions; 2. The quality of leaders’ decisions has a significant and positive influence on team competitiveness; 3. Team competitiveness has a significant and positive influence on team performance; 4. The constructed competitiveness model of leaders’ skills was supported. Finally, suggestions were proposed for further academic studies and practical application based on the result of the present study.

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