• Refine Query
  • Source
  • Publication year
  • to
  • Language
  • 1222
  • 132
  • 121
  • 69
  • 24
  • 22
  • 14
  • 14
  • 12
  • 11
  • 9
  • 9
  • 9
  • 9
  • 9
  • Tagged with
  • 1997
  • 560
  • 467
  • 319
  • 295
  • 290
  • 285
  • 261
  • 258
  • 212
  • 210
  • 207
  • 201
  • 200
  • 193
  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.

Distal and proximal team processes as mediators on the training outcomes-training transfer relationship

Thomas, Brian Anthony 01 December 2003 (has links)
No description available.

Leader emergence and effectiveness in virtual workgroups dispositional and social identity perspectives /

Hite, Dwight M. Davis, Mark Alan, January 2009 (has links)
Thesis (Ph. D.)--University of North Texas, Aug., 2009. / Title from title page display. Includes bibliographical references.

Creating knowledge in a geographically dispersed context : process and moderating variables

Assudani, Rashmi H. January 2005 (has links)
Increasingly, knowledge-based tasks such as new product development and market research are being conducted by geographically dispersed teams. Early evidence from knowledge-based view of the firm and geographically dispersed work literatures suggests that at least four kinds of knowledge gaps---transactive memory system, mutual knowledge, categorization and situated knowledge---exist because of the (dispersed) structure of the knowledge management context . Dispersed members therefore cannot take for granted that they have a common context, making dispersed collaboration problematic. / The dissertation - a qualitative, theory-generating exercise - seeks to address the question, 'how do dispersed teams collaborate to create useful knowledge?' Specifically, the research question examines the integral elements of the knowledge creation process, the negotiation of knowledge gaps for co-creating a common context, and the association between the negotiation of these gaps with the efficiency of the knowledge creation process, effectiveness of new knowledge created, and cohesion in the team. This research has been conducted in two phases - an exploratory ethnographic study followed by a replication study. / Analysis of the data instead directed my attention to the critical role of moderating variables such as degree of familiarity among dispersed team members, degree of redundancy of knowledge structures among them and the nature of task on the perceived presence or absence of gaps. These findings clarify the literature by differentiating between the structure and the properties of the knowledge management context and therefore develop a more comprehensive model of these moderating variables that have the potential to affect the dispersed knowledge creation process. Specifically, the findings demonstrate that degree of redundancy is positively associated with the efficiency of the knowledge creation process. These studies also suggest that dispersed collaboration may be less different from collocated collaboration than previously thought. Finally, these studies contribute to the dispersed work literature by suggesting that all kinds of dispersed work are not alike and face-to-face meetings may not be necessary for all types of dispersed work. / These findings are used to develop a theory of dispersed knowledge work and have implications for determining whether and in what contexts geographic distance matters for conducting knowledge work. One implication is that perceptions of distance may be at least as important as the objective aspects of distance. Another implication is that whether geographic distance matters will actually depend upon the competitive strategy of the firm.

Using critical incidents to identify educational assistants' perceptions of effective work relationships between supervising teachers and educational assistants /

Cunning, Doris Ann Stossel, January 2005 (has links)
Thesis (Ed. D.)--University of Toronto, 2005. / Includes bibliographical references (leaves 119-124).

Extending organizational contingency theory to team performance : an information processing and knowledge flows perspective /

Leweling, Tara A. January 2007 (has links)
Thesis (Ph.D. in Information Sciences)--Naval Postgraduate School, September 2007. / Dissertation Advisor(s): Nissen, Mark ; Arquilla, John "September 2007." Includes bibliographical references (p. 239-277). Also available via the Internet.

An evaluation of the interventions utilized by manufacturing organizations in the Eastern Cape to ensure the optimal implementation and functioning of self-directed work teams

Mey, Michelle Ruth January 2001 (has links)
Organisations worldwide are attempting to increase individual job satisfaction, productivity and efficiency by implementing work teams. This research study evaluates the interventions considered necessary to optimally implement and maintain self-directed work teams (SDWTs). In order to complete this study it was necessary to address the characteristics associated with SDWTs, problems commonly experienced during implementation and functioning of SDWTs and the identification of the interventions used to promote the successful implementation and maintenance of SDWTs. These objectives were achieved by means of a comprehensive literature study. Subsequent to the literature study, a process model for the successful implementation and maintenance of a SDWT within a South African organization was developed. Thereafter, a questionnaire was developed based on the findings of the literature study and distributed to a randomly selected population. The objective of the questionnaire was to evaluate the interventions utilized during the implementation and maintenance of SDWTs. The results of the empirical study were statistically analysed and interpreted. Finally, conclusions and recommendations were made. The most important recommendations are as follows: Firstly, the trade union must be consulted and involved in the decision to implement SDWTs. Members of the team must be exposed to training interventions prior to the implementation of the SDWT. Thereafter, team members must undergo advanced training in interpersonal and problemsolving skills. Salary and reward structures within the organisation must be adapted to suit a teambased environment. Finally, the success of the SDWT will depend on the support provided by management. Management needs to exhibit total commitment to the change on a continuous basis.

Virtual working in teams : an exploratory survey of barriers

Hodgson, Shane Ralph Colin 12 September 2012 (has links)
D.Phil. / This exploratory study looks at the barriers to virtual working as experienced by members of global virtual teams in a major Information Technology company. The data were collected by means of an online survey, and were subjected to detailed analysis. The initial survey measured respondents' levels of agreement with statements in the areas of Trust, Communications, Conflict and Virtual Work Self-Efficacy, which had all been identified by earlier research and literature review. Data reduction of the responses revealed the emergence of several factors, including ones related to virtual work facility, conflict, communications and vicarious learning. The research uncovered interesting facts about the barriers that virtual workers perceive to working virtually, as well as their views on the effectiveness of virtual working and the need for physical contact with fellow workers. The study ends with interpretation of the emergent factors and their interrelationships, and with the significance of this for organisations wishing to implement virtual team working

Investigating teamwork competencies in the value chain of a selected wool brokerage logistics department

Craig, Kenneth Bruce January 2008 (has links)
department of BKB Ltd. The research aimed at addressing the team balance, the environment and culture in which the team operates and teamwork competencies of the value chain. Thus, creating a high performance value chain team will add to the success of the team, and hence the company as a whole. Research to establish the degree of teamwork within the value chain was undertaken. A survey which included a structured self-administered questionnaire was used to elicit information from all eight value chain team members (four section heads and their four supervisors), who represented the entire cross-section of the value chain team. The research revealed the following important points pertaining to the value chain team: • The team’s balance needs to be addressed; and • The culture and environment in which the team operates needs to be reviewed. Points of interest pertaining to teamwork competencies include the following: • The degree of teamwork is average; • The level of individual competencies is high; • The extent that team members are team players is average; • That team communication is below average; • A high perception of hidden agendas exists; • Dysfunctional team conflict exists; • A high level of empowerment and autonomy exists; • Team leadership - team linker is absent; • Co-operation and collaboration is below average; • Team attitude is high; • Team motivation is high; • Team strategies exist, but need more attention; • Team set goals are set; • Free-wheelers exist in the team; • Job satisfaction is above average; • Team recognition is high; and • Team synergy is average. Teamwork needs to be analyzed holistically, to ensure that the complex dynamics of teamwork is acknowledged and understood. A greater knowledge and understanding of the characteristics and measurement criteria of teamwork will equip team enthusiasts in building high performance teams, to the benefit of all role players. High performance team based organisations will add to the current and future success of the business. As the term “synergy” implies, the result is greater than the sum of the individual effects and capabilities. This emphasises why team-based organisations are fast becoming the modern trend of doing business.

The power of teams: Do self-managing work teams influence managers' perceptions of potency?

Hass, Nicolette P. 12 1900 (has links)
The present study examined the perceptions of teams and managers on team potency levels as a function of stage of team development. Drawing from the power and influence literature, potency was established as a means by which to assess team's internal dynamics. Stage of team development was separated into four categories including pseudo, potential, real and high performance teams. Archival data included 45 teams and managers gathered from the manufacturing and service industries. Results indicated a significant linear relationship between team perceptions of team potency and stage of team development. Additionally, potency perceptions of teams significantly differentiated between the four stages of team development. Manager perceptions of team potency produced non-significant results. Possible explanations of the results as well as implications for practice and future research are provided.

Effective School Counseling Teams

Lilley, Stacey Custer 04 May 2007 (has links)
Despite much attention given to effective teams in the workplace, school counseling teams have been neglected in the research. The primary purpose of this mixed methods study was to learn what characteristics secondary counselors perceive contribute to an effective school counseling team. The first research phase conducted six team interviews; themes emerging from the interviews yielded the development of the Effective School Counseling Team Questionnaire (ESCTQ). The following research questions were investigated: What factors do counselors perceive contribute to their team's effectiveness?, Are the scores on the Effective School Counseling Team Questionnaire related to team effectiveness as described by school counselors? Is there a relationship between team characteristics (amount of time together, individual counseling experience, gender, age) and team effectiveness? Is there a relationship between the perceptions of members of effective and ineffective teams? The literature on effective team factors was reviewed and analyzed in three categories: internal, interpersonal, and external. Qualitative results indicated that the majority of participants viewed internal traits as the number one factor contributing to their team's success. Most frequent were competencies, respect, sharing duties, caring for each other and serving students. The second area participants listed as most important was interpersonal factors, such as communication, interactions, and planning. Overall, communication was cited as the number one factor needed for an effective team. Conclusions drawn suggested that teams need altruistic, personal qualities to feel most effective. These were summarized by participants as a team member who is caring, giving, and putting the needs of students first. The second key area for school counseling teams was support from external sources, primarily school administration and central office. In phase two, the questionnaire was developed and used to confirm the interview findings. During the second phase, the ESCTQ was administered to 199 secondary school counselors, yielding an 82.4% (n = 164) return rate. The survey when analyzed by teams did not show major significant differences between the teams; it did, however, confirm the qualitative findings of the internal and personal characteristics counselors of effective school teams posses. The survey also allowed team members to rate their current team and their ideal team. The difference between the two ratings (ie. gap score) showed there was a significant mean difference (20.50) between the means of those who perceived their team as highly effective (26.55) and those who perceived their team as least effective (6.05). When looking at the questionnaire this could be interpreted to mean that the team members who felt most effective had the smallest gap score between their current team and their ideal team. When teams' gap scores were compared to their overall team rating "global" scores, as the global score increased for a team their gap score decreased. Meaning an effective team had fewer discrepancies (smaller gap) between their current and ideal team. Clearly, teams that perceive their team as "relatively effective" are rating the team closer to their ideal team than those that see their team as "relatively ineffective". In order to enhance performance of a counseling team, this study was important to assess school counseling team's effectiveness. Two research methods were used to analyze effective teams; this research provides valuable information relating to school counselors and effective teams. / Ph. D.

Page generated in 0.0567 seconds