Team Performance Management: Volume 26 Issue 3/4

The Magellan effect – training future naval officers for mission command

Endre Sjøvold, Odd Arne Nissestad

Officers in post-cold war military operations frequently encounter situations that are not easily handled through central control and chain of command, but demand a more flexible…

“Please use our ideas”: making parallel organizations work

Vetle Engesbak, Jonas A. Ingvaldsen

Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation…

Does stress affect nonverbal engagement in teams? A case study in professional team sport

Benjamin G. Serpell, Stephen Larkham, Christian J. Cook

Team effectiveness is often predicated by a group’s ability to communicate. However, the effect of stress response on communication success, particularly nonverbal engagement, and…

Shared cognition in intercultural teams: collaborating without understanding each other

Frode Heldal, Endre Sjøvold, Kenneth Stålsett

Severe misunderstandings have been proved to cause significant delays and financial overruns in large engineering projects with teams consisting of people from Western and Asian…

Personality configurations in teams: a comparison of compilation and composition models

Kathryn Ostermeier, Mark Davis, Robert Pavur

The purpose of this study is to examine the facilitating and inhibiting influence of team-level negative affectivity and conscientiousness on a dyad of emergent states, adopting…

A study of the influence of project managers’ signature strengths on project team resilience

Jan Terje Karlsen, Morten Emil Berg

This paper aims to study the influence of project managers’ signature strengths on project team resilience.