Team Performance Management: Volume 16 Issue 3/4

The effects of teamwork on individual learning and perceptions of team performance: A comparison of face‐to‐face and online project settings

Ethlyn A. Williams, Stephanie L. Castro

In light of contradictory research findings, the purpose of this paper is to examine the moderating effects of team setting (face‐to‐face or online) on the relationship that team…

Contribution of cross‐functional teams to the improvement in operational performance

Ricardo Santa, Mario Ferrer, Phil Bretherton, Paul Hyland

The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of…

Impact of virtualness and task interdependence on extra‐role performance in software development teams

M.P. Ganesh, Meenakshi Gupta

The purpose of this paper is to understand the impact of virtualness on extra‐role performance within software development teams and the moderating effect of task interdependence…

Global teams: a network analysis

Nicola Berg, Dirk Holtbrügge

In the last few years, several empirical studies about the determinants and success factors of global teams have been published. While these studies show many interesting results…

Adaptive performance: a criterion problem

Charlene K. Stokes, Tamera R. Schneider, Joseph B. Lyons

The purpose of this paper is to present an empirical examination of the convergent validity of the two foremost measurement methods used to assess adaptive performance: subjective…