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At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.

The effective use of teams has long been one of the hottest topics in business. Here you will find a variety of viewpoints on this crucial subject, from some of the country's most prominent writers on the subject, including Patrick M. Lencioni and Jon R. Katzenbach.These articles--curated from the award-winning Leader to Leader journal--form a kaleidoscope of ideas and inspirations for how teamwork can be improved in your organization. You'll find groundbreaking research, examples from top organizations, and best practices to guide you. A number themes appear within. On

Managers must recognize that they play a central role in effective team building. However, to be successful, managers require a framework to guide their activities. The purpose of this paper is to provide such a framework in the form of a seven-step process that can guide managers in their team-building efforts. The model itself is built upon the assumption that there are identifiable team characteristics that, if present, will help ensure team success. The model presents a set of decision strategies for the selection and sequencing of team-building efforts and interventions. The model is an iterative, multi-staged effort that requires considerable planning and environmental knowledge to successfully implement.

Accounting educators are charged by a multitude of professional bodies with instilling the skill of team building in their accounting students. However, accounting educators often do not have the background in the myriad disciplines required to effectively impart team-building techniques. This paper reviews the sociology, industrial psychology, and organizational behavior literature and applies that literature to accounting to help accounting educators identify effective team-building techniques. We review the major models and theories of team building and draw on these theories and selected prior research outside accounting to provide guidelines for educators who wish to promote team-building competencies within group projects.

Objective We investigated implicit communication strategies for anticipatory information sharing during team performance of tasks with varying degrees of complexity. We compared the strategies used by teams with the highest level of performance to those used by the lowest-performing teams to evaluate the frequency and methods of communications used as a function of task structure. Background High-performing teams share information by anticipating the needs of their teammates rather than explicitly requesting the exchange of information. As the complexity of a task increases to involve more interdependence among teammates, the impact of coordination on team performance also increases. This observation motivated us to conduct a study of anticipatory information sharing as a function of task complexity. Method We conducted an experiment in which 13 teams of four people performed collaborative search-and-deliver tasks with varying degrees of complexity in a simulation environment. We elaborated upon prior characterizations of communication as implicit versus explicit by dividing implicit communication into two subtypes: (a) deliberative/goal information and (b) reactive status updates. We then characterized relationships between task structure, implicit communication, and team performance. Results We found that the five teams with the fastest task completion times and lowest idle times exhibited higher rates of deliberative communication versus reactive communication during high-complexity tasks compared with the five teams with the slowest completion times and longest idle times ( p = .039). Conclusion Teams in which members proactively communicated information about their next goal to teammates exhibited improved team performance. Application The findings from our work can inform the design of communication strategies for team training to improve performance of complex tasks.

Narrative has been described as a universally used means for ordering experience. Although the narratives of medical teams have received recent attention, those produced by health professionals in multi-disciplinary health care teams in the course of their everyday work in team reviews and case discussions about service users have not. This paper, then, presents a discussion of an under-investigated area of narrative in the social sciences. The analysis is developed from the narratives produced during team reviews conducted over several weeks about 2 users - one a quadriplegic, the other, a psychiatric patient in a medium secure unit. The major issues with which the paper is concerned are: (i) the identification and explanation of significant differences between the narratives produced by medical and multi-disciplinary teams; (ii) the identification of a suppressed dimension (both in the literature on health care teams, and in the practice of these teams) on the management of difference in the development of complex multi-disciplinary team narratives; and (iii) how members of MD teams work with the different professional knowledges represented by their members. The final section of the paper defines team work as primarily a process of knowledge work and knowledge creation, and it discusses some of the organizational conditions which facilitate such work.

This practical guide provides much-needed guidance on person-centred working following the roll out of personalisation and personal budgets across health and social care. Straightforward and easy-to-read, it describes how to develop person-centred teams in health, social care, education and voluntary sector settings

AbstractPeople with autism and other developmental disabilities are often supported by staff teams in accommodation, day support, and employment services. Although the literature outlines a number of individual staff characteristics that can influence the "quality of support," there is a paucity of research investigating the characteristics of teams as a whole. Given the emphasis placed on "team work" in human services, this study investigated what constitutes the characteristics of an effective team in disability services. An online Delphi study was employed, whereby disability support staff and their managers answered a series of surveys to build a consensus as to "what constitutes an effective team." The emerging consensus was analyzed using inductive thematic analysis, descriptive statistics, and the intraclass correlation coefficient. A consensus emerged concerning three core elements which combined constituted an effective staff team. In order of importance, these were a shared focus on client outcomes, effective leadership, and good communication among the team. However, a range of additional factors were also identified. These represented additional considerations that were, in the opinion of the participants, also important to building and maintaining an effective team. Focusing on client outcomes, fostering effective leadership, and ensuring good communication are necessary, but insufficient to establish an effective staff team. The implications are discussed in the context of policy development concerning staff recruitment, team development, supervision, and service evaluation.

PurposeResearch on virtual teams is still in its nascent stages. The purpose of this paper is to develop a theoretically grounded integrative framework of key factors influencing the effectiveness of virtual new product development teams.Design/methodology/approachThe framework is developed by integrating perspectives from several research streams, including relationship marketing, new product development, knowledge management, the resource‐based view, virtual teams, innovation, and communication.FindingsFactors impacting effective virtual interactions (i.e. improved decision quality and decision speed) and new product development (i.e. increased levels of creativity, innovativeness, and product development speed) are proposed.Research limitations/implicationsGuidance is provided for managing virtual new product development teams. The paper offers testable propositions that can serve as a foundation for further research in this promising area.Originality/valueBy synthesizing relevant perspectives from diverse literature streams, the paper offers a new framework for understanding and improving the functioning of virtual new product development teams.

Why groups? -- Effective organizational support for teams -- From groups to teams : the stages of group development -- How do high performance teams function? -- Effective team members -- Effective team leadership -- Navigating stage 1 -- Surviving stage 2 -- Reorganizing at stage 3 -- Sustaining high performance