Thesis (doctoral)--Göteborg University, 2004. / "November 2004." Includes bibliographical references.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1999. / Field project. Includes bibliographical references.

Thesis (Ph.D.)--Drexel University, 2008. / Includes abstract and vita. Includes bibliographical references (leaves 114-122).

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

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

Transactive memory, the transmission and use of knowledge between two or more people, is an important construct to consider when studying work teams. This thesis reviews the literature on transactive memory systems (TMS) in order to summarize what is currently known about TMS and to identify gaps in the literature in need of further investigation. Past TMS research is reviewed according to the operational definitions, antecedents, team processes, outcomes, team performance, and boundary conditions. TMS is most frequently operationalized using Lewis' (2003) TMS scale. Research has focused on three types of antecedents: Communication, Team Characteristics, and Facilitation of TMS. Two common types of team processes found were coordination and team monitoring & backup behavior. Outcomes frequently focused on were team cognition, and team effectiveness. Team performance was ubiquitous in almost all the literature. Boundary conditions, however, varied considerably

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