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Thesis (Ph. D.)--University of North Texas, Aug., 2009. / Title from title page display. Includes bibliographical references.

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.

Thesis (Ed. D.)--University of Toronto, 2005. / Includes bibliographical references (leaves 119-124).

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.

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.

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

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 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.

A research report submitted to the School of Construction Economics and Management Faculty of Engineering and the Built Environment, University of Witwatersrand 15 February 2018 / This thesis aims to explore the impact of virtual communication among professionals within the South African construction industry by analysis of responses to a distributed questionnaire and interviews which will highlight trends and hindrances to effective communication. It hopes to answer the key question of key factors affecting virtual communication from a global perspective to that of the current South African state in order to improve future forms of ICT to maintain and enhance global competitiveness. To date, many construction organisations are autocratic and have a hierarchical organisational structure, which is often static and unable to change to current market needs. However, there is a growing trend for organisations to form specialised decentralised teams. These units are dynamic and are more flexible with knowledge transfer allowing their organisation to adapt to the ever changing global market. One particular adaptation in the construction industry is in information communication technology (ICT) which has resulted in organisations becoming more globally competitive. ICT is becoming more widely used in the construction project life cycle. While the development of virtual collaborations has allowed for companies to be globally competitive, there are areas in need of improvement such as communication and information processing. The use of current communication methods and processes are technologically driven and do not consider the individual’s psychological aspects. Social interaction within a workplace is important with a move away from autocratic information dissemination. These aspects have a direct effect on project delivery efficiency; productivity of labour force; as well as quality of the final product. There is a distinct shift in the use of different media for communication and effective those medium has proved to be. The reluctance to change and how quickly individuals adapt to technological advancements also impact on the efficiency of communication. / MT 2018