This dissertation incorporates the ontological perspective of sociomateriality into the literature on teamwork process to posit that member behavior and technology use are inherently enmeshed (termed process sociomateriality). Three programmatic studies were conducted In order to establish the construct and examine the effects of process sociomateriality on team functioning. First, a qualitative critical incident study (Study 1) found that process sociomateriality is comprised of three higher-order dimensions, reflecting that technology use in team settings may facilitate, expand, or impair process behaviors. A psychometric measure of process sociomateriality was then developed and administered to the general population in Study 2. Findings from Study 2 revealed that the measure exhibits acceptable psychometric properties and displays sufficient convergent and discriminant validity with relevant teamwork constructs. Study 3 tested the manner in which the process sociomateriality factors impact important team outcomes. Findings revealed that process facilitation and expansion improve team performance and team viability indirectly by shaping affective and motivational states. Further, results also demonstrated that the process sociomateriality factors account for variance in team viability and emergent states beyond prior conceptualizations of the process/technology relationship.

Chemical protective clothing is designed to protect the worker by providing a barrier between the individual and the contaminated environment. Unfortunately, the same equipment that is designed to help can often cause heat stress, reduced task efficiency, and reduced range-of-motion for the worker. Teams as well as individuals suffer from these effects resulting in difficulty communicating, increased task completion time, and reduced productivity. Studies investigating the effects of protective clothing generally focus on individuals; however, the military has produced research related to the effects of Mission Oriented Protective Posture (MOPP) on team performance outcomes in an attempt to understand how protective clothing might affect military teams and squads. Previous research has indicated a degradation of team performance as shown by increased task completion time; however, a comprehensive team performance measurement system studies not only the performance outcomes, but also the processes behind the outcomes. In order to provide a more complete understanding of the performance effects of protective clothing and equipment, this investigation focused on the effects of MOPP on the behavioral processes underlying team performance to include adaptability, communication, and coordination. It also attempted to validate previous studies on performance outcomes. Ten subjects formed five, two-member teams. Subjects were certified EMT's from local rescue squads and were required to perform CPR and spinal injury management (SIM). They performed each task twice-once in their duty uniform and once in MOPP level 4. Team performance was measured using the TARGETS methodology, and event-based team process performance measurement technique. A team performance index score (TPI) was calculated for each team for all four tasks and then used as the dependent measure for the analyses to compare team performance in a duty uniform versus performance in MOPP 4. Three hypotheses were tested in this study. They were as follows: team process performance will be degraded by MOPP, task completion time will increase as a result of wearing MOPP, and errors will increase as a result of wearing MOPP. Results of six primary analyses indicated that team process performance was not degraded and the number of errors did not increase when teams were wearing MOPP 4. Results did show, however, that task completion time was significantly longer when teams were wearing MOPP 4. The implications of these results are discussed in the thesis and design changes are put forth. / Master of Science

Due to the progress in information and communication technologies, virtual teams have been widespread developed and adopted. People in different time zones and long-distance places can accomplish the same mission together with the help of virtual tools. It thus forces enterprises to review their structures and systems in their organization for accommodating to globalization economic. The concepts of accomplishing task via virtual team are spreads widely and rapidly in the business circle. It evoked many researches but most of these focused on the issues of communication among virtual team members or the computer-aided of forming groups, etc. There are few researches relative to virtual teams structure and their performances. In this study, we try to explore how the structure of virtual team influences their performances and discover whether the operational process affects the performances. The operational process in a virtual team will also be involved with knowledge management activities such as information gathering & dissemination and knowledge sharing. In this thesis, we explore the relationship among the virtual teams¡¦ structure, operational process, performances and knowledge sharing. The observation groups are 10 virtual teams from a class of Cyber University of NSYSU (http://cu.nsysu.edu.tw). Survey and content analysis research method were adopted to develop and analysis the datum collection and analysis. The finding of this study has proposed an integrated model, which was constructed by the concepts of virtual team¡¦s structure, team process, performances and knowledge sharing. This model may offer a concept as a reference for further research of virtual teams.

Abstract Enterprises thought about how to conform employee¡¦s power then they make a team to enhance communication and cooperation. The input-process- output model of Mcgrath point out that team processes is inter-medium. It is mean that we want good team effectiveness needs to promote team processes first. Communication and cooperation are very important. What kinds of leadership have effective influence in team processes? Different task type has different conceptual task could moderate the relation of team leadership and team processes. So that we like to study about the influence in Transactional leadership, Transformational leadership, Paternalistic leadership and team processes. The study is according to 274 effective cases from 71 teams belong to companies in electronic, communicational, mental, mechanical, food, sales, medical and government. The results are present in below. 1. Transactional leadership has significantly effective prediction to team processes. Contingent reward leadership has significant effective prediction to cooperation and communication. Desertless leadership has no significantly effective prediction to cooperation, but has significantly negative effective prediction to communication. 2. Transformational leadership has significantly effective prediction to team processes. Relationship oriented leadership has significantly effective prediction to both team processes. Task oriented leadership has no significantly effective prediction to both team processes. 3. Paternalistic leadership has significantly effective prediction to team processes. Authoritarianism leadership has significantly negative effective prediction to both team processes. Benevolence leadership has significantly negative effective prediction to both team processes. 4. Three leaderships has significantly effective prediction to team processes. Relationship oriented leadership has the best significantly effective prediction to both team processes. Authoritarianism leadership has significantly negative effective prediction to communication. 5. Task type has significantly moderating influence to benevolence leadership and communication. In the lowest conceptual task ¡]promotion team¡^situation benevolence leadership has negative relation to communication. In the others task types benevolence leadership has positive relation to communication.

The purpose of this practice improvement project was to implement an interprofessional team process to increase hypertension control in African American men, aged 21 to 59 years, with newly diagnosed hypertension in a primary care setting. This collaborative interprofessional team-based approach included education, health coaching, and follow-up. The guidelines of the Eighth Joint National Committee guided treatment. Systolic and/or diastolic blood pressure improved after implementation. Culturally appropriate interprofessional practice models acknowledge African American men as full participants in their health care team.

Recent reports in the field of medicine have recommended the use of teamwork training to reduce the number of injuries and fatalities from human error. Teamwork training in the field of medicine appears promising, but few empirical evaluations of such programs have confirmed their effectiveness. Existing teamwork training studies have tended to use a traditional, lecture approach to training, with positive but modest results upon teamwork attitudes and behaviors. The current study developed and evaluated a more active teamwork training protocol for trauma resuscitation teams. The training protocol supplemented several medical and non-medical role plays with a lecture and guided discussion for feedback. Forty-one residents participated in the training on one of two days (groups) and completed evaluation measures prior to and immediately following the training program. The training was evaluated with measures of trainee reactions, attitudes towards teamwork, and responses to a situational judgment test (SJT). Analyses compared item and scale scores between pre-training scores and post-training scores. T-tests generally found higher means for post-training behavioral responses than pre-training responses. However, mean comparisons with teamwork attitudes and learning goal orientation did not yield significant differences. An item analysis of the SJT responses (using chi-square) indicated significant response shifts in many items that correspond to the teamwork training content. In summary, results indicated that teamwork training on behavioral choices, but little effect on the self-reported attitudes of trainees.

團隊已經是普遍存在於組織中的一種工作型式，探討團隊效能的歷程研究還相當不足，了解也不夠。此外，就組織創新理論，團隊創新是其中之關鍵，要如何增加團隊創新效能也是重要研究議題，團隊創新是團隊各種效能表現中的一種。本文便是以團隊創新來研究團隊歷程。 團隊效能文獻主要以團隊I-P-O為主要模型，團隊效能是團隊投入因素透過團隊歷程活動後的產出。團隊歷程是影響團隊效能之主要因素，但是過去對團隊歷程研究卻較限制於橫切面研究，多未能探討團隊歷程之變動性。經由文獻探討，發現團隊合作能耐研究可以幫助了解團隊歷程。所謂的團隊合作能耐是指團隊合作的知識、技巧、能力、和其他特徵(KSAOs)，近期研究者如Ilgen et al.將團隊歷程三分為IM-Forming階段、MO-Functioning階段、OI-結束與下階段的循環，並歸納在不同歷程階段，有不同的主要團隊合作能耐因素，讓團隊歷程更清楚，但是Ilgen et al等研究者並未回答團隊創新歷程。因此，本研究是根據團隊效能、團隊創新文獻為基礎，將團隊創新二分為團隊創意和思考、團隊創新實現二個階段，並探討團隊合作能耐重要性在這二個歷程階段的變化比較。 研究結果得到，(1) 資訊交流和分享是被認為最重要的團隊合作能耐，團隊信心的重要性則最低；(2) 團隊合作能耐重要性的確在不同團隊創新階段會有不同；(3) 團隊信心、資訊交流和分享、團隊默契在團隊創意階段變得比較重要，團隊凝聚力、團隊學習和適應、團隊規範和共識則是在團隊創新階段變得比較重要。

This thesis focuses on team processes, such as cooperation, communication, engagement and work overload in non-profit organizations. Furthermore, it monitors the transformation of these parameters into an optimal form. The transformation is observed through the sociomapping method, which is used to visualize team processes. The theoretical part of the thesis deals with teams and selected processes within them. Attention is also paid to team diagnostics, which aims to describe and comprehend team processes. Additionally, it introduces team interventions which enable better team cooperation. The following chapter focuses on the specifics of teamwork in the non-profit sphere. The empirical part presents a qualitative research, which determines how the sociomapping method realized through the means of action research affects cooperation within a team. Further, it attempts to describe how the visualization of team processes, team coaching and action plans support change in team processes and how all these three interventions influence cooperation and communication within two selected teams of one non-profit organization.

New ventures are rather often founded by more than one person. Still, we do not know much about how these venture teams are formed, develop and finally dissolve. The manner in which the venture team roles develop when there is more than one owner is also a neglected area in the entrepreneurship research. It is argued in this thesis that the most prolific way of studying the venture team process and the venture team roles process is in relation to the innovation process. The over-all aim of this thesis is to explore what kinds of theoretical, conceptual, empirical and methodological insights are achieved by studying innovation processes in new ventures in a transformative institutional context, from the team-level of analysis. The empirical materials are a pilot-case (Tetra Pak) and an in-depth extended case-study from the publishing sector in Poland (Proszynski i S-ka, from 1985 to 2003). The method used in the thesis is a retrospective process approach with a phasic analysis of the polyphonical narratives of the experiences of key persons as well as data from archives. In the final analysis, a number of propositions are presented that relate to how the venture team process and the venture team roles process develop over extended time periods and in relation to the innovation process. The conclusions are that the team as a level of analysis helps us to theoretically understand and explain phenomena such as periods of divergence in the innovation process; the process of social commitments in the venture team; and how a venture team develops over time to a balanced and experienced expert leadership team. Methodologically, it is claimed that the polyphonical data collection gives more comprehensive, valid and reliable measurements of the innovation process. Finally, this thesis contributes with a story of the transformation of the Polish society and economy described in an unusual way via employing the team as a level of analysis.

I takt med att det blir vanligare att arbeta i team inom organisationer, utförs allt mer forskning om teamprocesser som påverkar teamens resultat och prestanda. Teamkommunikation är en teamprocess som vid upprepade tillfällen har identifierats som en av de teamprocesser som har en stor inverkan på teamens arbetsresultat. Även användandet av agila mjukvaruutvecklingsmetoder och distribuerad mjukvaruutveckling ökar och det råder delade meningar om hur väl egentligen distribuerat arbete och agila metoder fungerar i kombination. Å ena sidan bygger agila metoder på att utvecklarna har kontrollen själva, å andra sidan blir teamkommunikationen mer omständlig, eftersom den elektroniska kommunikationen kan verka begränsande. Uppsatsens syfte är att identifiera faktorer som påverkar virtuella teams kommunikationsprocesser inom agila mjukvaruutvecklingsprojekt. Fallstudiemetoden har tillämpats för att samla in relevant empiri och det valda fallföretaget är konsultföretaget Altran. Altran har ett konsultuppdrag hos en stor aktör inom fordonsindustrin och arbetar i distribuerade team inom ett agilt mjukvaruutvecklingsprojekt. Studien har utförts med hjälp av flera kvalitativa metoder; ostrukturerade observationer, en sonderande intervju och sex semi-semistrukturerade intervjuer med konsulter från utvecklingsteamen på Altran. Slutsatserna av studien är att flera faktorer påverkar virtuella teams kommunikationsprocesser. Några faktorer har dock varit mer framträdande än andra: Mångfald i teamet, som har en tydlig inverkan på kommunikationsprocesserna, eftersom Mångfalden i teamet sätter förutsättningarna för vilken grad teammedlemmarna är engagerade i kommunikationsprocesserna. Även Teamkommunikation i relation till Tillit mellan teammedlemmarna är viktig. Teamkommunikationen har en tydlig positiv inverkan på Tillit och Tillit har i sin tur en viktig funktion, eftersom det är den som avgör hur väl samarbetet mellan teammedlemmarna inom teamet fungerar. En tredje faktor som identifierats under studien är Teamkommunikationen i relation till Mentala modeller. Mentala modeller skapas med hjälp av Teamkommunikation och är en förutsättning för att teammedlemmarna ska kunna arbeta mot gemensamma mål och få ett bra arbetsresultat.