Team Performance Management: Volume 12 Issue 5/6

Concurrent engineering teams II: performance consequences of usage

Todd A. Boyle, Vinod Kumar, Uma Kumar

This is the second paper in a two‐part discussion of the determinants and performance consequences of concurrent engineering (CE) team usage. In this paper, a model is developed…

Managing organizational context for engineering team effectiveness

Toni L. Doolen, Marla E. Hacker, Eileen Van Aken

The purpose of this paper is to describe a study investigating the role of organizational context on the effectiveness of engineering work teams.

Using discrepancy theory to examine the relationship between shared cognition and group outcomes

Graeme H. Coetzer, Gervase R. Bushe

This empirical study tests hypothesized relationships between team effectiveness and a measure of shared cognition that quantifies the degree of similarity between knowledge of…

The combined use of quality management programs and work teams: A comparative analysis of its impact in the organizational structure

M. Angeles Escriba‐Moreno, M. Teresa Canet‐Giner

The main goal of the work presented here is the study and comparative analysis of the changes that take place in the structure of organizations when managers decide to establish…

Goal attainment, satisfaction and learning from teamwork

Rodley C. Pineda, Linda D. Lerner

Businesses have increasingly relied on educators to train students on teamwork skills that are valuable in a highly competitive marketplace. But what are students actually getting…

Team building: a 3‐dimensional teamwork model

Elizabeth Yeh, Charlene Smith, Claretha Jennings, Nancy Castro

The purpose is to introduce an innovative team model explaining the context and process of teamwork in an organization.

A case of success: inter‐cultural project group – a tool to decrease prejudice

S. Cervai, T. Kekäle

Awards for Excellence

Gordon Rabey