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Of teams and teambuilding

Kipp, Michael F.; Kipp, Mary Ann - In: Team Performance Management: An International Journal 6 (2000) 7/8, pp. 138-140

In this article, the authors discuss the characteristics and dynamics of effective teams. They consider the factors …

Persistent link: https://www.econbiz.de/10015031070

Building trust and collaboration in a virtual team

Holton, Judith A. - In: Team Performance Management: An International Journal 7 (2001) 3/4, pp. 36-47

. Like all teams, virtual teams require a solid foundation of mutual trust and collaboration, if they are to function …

Persistent link: https://www.econbiz.de/10015031080

The typology of self‐managed teams based upon team climate: examining stability and change in typologies

Loo, Robert; Loewen, Pamela - In: Team Performance Management: An International Journal 9 (2003) 3/4, pp. 59-68

based on team climate scores. The TCI was administered twice to 84 and 63 self‐managed teams of management undergraduates …

Persistent link: https://www.econbiz.de/10015031110

Building the top team

Waine, Peter - In: Team Performance Management: An International Journal 1 (1995) 1, pp. 32-35

Explores the potential role of non‐executive as against executive members of a team. States the requirements of a non‐executive director and advantages. Concludes that a simple way of making a team work better is to regard its non‐executive members as crucial.

Persistent link: https://www.econbiz.de/10015031341

Focus on team appraisal

Margerison, Charles; McCann, Dick; Davies, Rod - In: Team Performance Management: An International Journal 1 (1995) 4, pp. 13-18

Posits that quality performance requires a team effort and that success depends mostly on an individual′s ability to manage people as well as materials. Presents the Margerison‐McCann Team Performance Index (TPI) as a means to measure this. Concludes that the key to using the TPI is in...

Persistent link: https://www.econbiz.de/10015031354

Factors affecting successful implementation of high performance teams

Castka, P.; Bamber, C.J.; Sharp, J.M.; Belohoubek, P. - In: Team Performance Management: An International Journal 7 (2001) 7/8, pp. 123-134

Agrees that the evidence of a vast array of research concerning teamwork is conclusive: teams are capable of … performance teams (HPTs) are a rarity. Presents the results of collaborative research aimed at determining the factors affecting …

Persistent link: https://www.econbiz.de/10015031088

Teams in Teleland: working effectively in geographically dispersed teams in the Asia Pacific

Fontaine, Gary - In: Team Performance Management: An International Journal 8 (2002) 5/6, pp. 122-133

dispersed teams playing pivotal organizational and interorganizational roles. Yet our understanding of the conditions nurturing … the task effectiveness of those teams is still embryonic. This article examines conceptual issues associated with the … impact of culture, geography and technology in those teams in the Asia Pacific. It identifies the pivotal role played by “a …

Persistent link: https://www.econbiz.de/10015031101

Team performance in “leading management” – a “storming” success?

Chamberlin, John E.; Dexter, Barbara P.; Franco, Gino - In: Team Performance Management: An International Journal 12 (2006) 3/4, pp. 115-120

Purpose – Provide a picture of a successful postgraduate certificate in management programme designed for public sector managers. In particular the paper highlights the team development component of the course. Design/methodology/approach – Describes the team‐building intervention that was...

Persistent link: https://www.econbiz.de/10015031181

Team structural constellations and intra‐team conflict

Borek, Leo - In: Team Performance Management: An International Journal 17 (2011) 7/8, pp. 405-417

better known family structure constellations. Design/methodology/approach – In total, 67 team members from 14 working teams …

Persistent link: https://www.econbiz.de/10015031306

Team performance management

Natale, Samuel M.; Libertella, Anthony F.; Rothschild, Brian - In: Team Performance Management: An International Journal 1 (1995) 2, pp. 6-13

is a process which is both complicated and difficult. Multi‐cultural teams must be helped to confront differences in …

Persistent link: https://www.econbiz.de/10015031342

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