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This study explores bank employees' attitudes and perceptions towards digitalization in their workplace and its impact on their work within team structures. The aim is to fill identified research gaps by specifically examining internal factors such as employees' attitudes towards technology and their participation in change processes. The study employs a qualitative methodology and conducts semi-structured interviews with bank employees at three bank branches in Uppsala. The Technology Acceptance Model (TAM) is used to analyze how bank employees accept and adapt to new technologies, while Tuckman's stages of group development is applied to investigate how team dynamics develop and are affected by digitalization. The study's results culminated in a developed model for digital acceptance within bank teams, highlighting the challenges and opportunities employees face in their daily work with digital tools. Furthermore, attitudes towards change, the impact of digital systems on team dynamics, and the work environment are analyzed. Among the conclusions drawn, it was found that a positive attitude and thorough understanding of digital tools among bank employees are crucial for a successful digital transformation. Additionally, team dynamics play a significant role in the acceptance and integration of new technology, emphasizing the importance of effective change management strategies within the banking sector., Denna studie utforskar bankpersonalens attityder och föreställningar gentemot digitalisering på deras arbetsplats och dess inverkan på deras arbete inom teamstrukturer. Syftet är att fylla identifierade forskningsgap genom att specifikt granska interna faktorer såsom personalens attityd till teknik och deltagande i förändringsprocesser. Studiens metodik är kvalitativ och semistrukturerade intervjuer genomfördes med bankanställda vid tre bankkontor i Uppsala. Technology Acceptance Model (TAM) används för att analysera hur bankanställda accepterar och anpassar sig till ny teknik, medan Tuckmans modell för grupputveckling tillämpas för att undersöka hur teamdynamik utvecklas och påverkas av digitaliseringen. Studiens resultat mynnade ut i en utvecklad modell för digital acceptans inom bankteam, som belyser de utmaningar och möjligheter som anställda möter i sitt dagliga arbete med digitala verktyg. Vidare analyseras attityder till förändring, digitala systems påverkan på teamdynamik och arbetsmiljö ingående. Bland de slutsatser som dras, visade det sig att en positiv attityd och grundlig förståelse för digitala verktyg bland bankanställda är avgörande för en lyckad digital transformation. Vidare spelar teamdynamik en betydande roll i acceptansen och integrationen av ny teknik, vilket understryker vikten av effektiva förändringsledningsstrategier inom banksektorn.

This transcendental phenomenological research explored the experiences of pastors, ministers, and leaders of selected Baptist churches in Macon, Georgia regarding the impact of a shared vision on the development of high-performance ministry teams. The study's goal will be to understand how a shared vision can motivate pastors and church leaders to do what is necessary to improve church ministries so they can function in a way that would advance the Kingdom of God. Emphasis will be placed on understanding the experiences of pastors and church leaders in building high-performance ministries. Shared vision will be defined as a clear and common view of the future as communicated to members of a team who let the vision resonate within, with the result being them taking ownership of it (Kouzes & Posner, 2017). The team leadership theory, postulated by Douglas McGregor, and the transformational theory, postulated by James MacGregor Burns, would guide this study. This inquiry will focus on pastors and ministry leaders, the importance of sharing the vision, and the willingness to do what it takes to fulfill the vision, even if it requires modifying actions and activities.

Introduction: Non-US international medical graduates (IMG) represent a gradually increasing portion of emergency medicine (EM) residents in the United States. Yet there are no previous studies that explore the needs of this learner population. We conducted a qualitative study to examine non-US IMGs’ perceptions of challenges they face specifically regarding team dynamics during their first year of an EM residency.Method: Nine non-US IMGs in EM from all over the US participated in anonymous, semi-structured phone interviews lasting 45-60 minutes. We then coded and analyzed the interviews to identify axes and themes using an inductive approach informed by grounded theory. Focused coding and member checking were employed.Results: Non-US IMGs’ perceptions of challenges regarding team dynamics during their first year of an EM residency coalesced into two themes: system-based challenges, such as a new power dynamic and understanding the local hospital system, and interpersonal challenges, such as establishing rapport and articulation of critical thinking.Conclusion: Non-US IMGs perceived several unique challenges regarding team dynamics during their first year of an EM residency, whether system-based or interpersonal-based. We propose solutions such as a transitional curriculum (as suggested by the participants as well) and cultural-competence training for academic leadership.

Background: In 2019, the world witnessed a novel coronavirus emerge in Wuhan, China. In a very short amount of time, the viral infection became a global pandemic. This resulted in a significant change in both work life and personal life. Social Distancing with others, wearing masks in public places, avoiding major meeting places, and working from home, these things become common in daily life. Because of the coronavirus outbreak, several organizations have opted to enable their employees to work from home. This change has had a tremendous influence on workplace culture and adapting to it has proven to be a monumental task. The research in this area was generalized to all employees, regardless of the tasks they play at their organizations. The working style, well-being, perceived productivity, and team dynamics of a software developer have a substantial influence on the product’s quality and efficiency. So, understanding the transition from on-site to WFH can be employed to boost overall productivity and provide some direction to companies looking to improve the working conditions for software developers who work remotely. Objectives: The objective of this thesis is to determine how work from home affects the developers' work habits, how those working habits impacted their perceived productivity, and also to investigate the impact of team dynamics on software developers during the pandemic. The results can be used to better understand the work habits, perceived productivity, and team dynamics of software developers who work remotely and offers few insights to organizations that enhance software developers' overall performance and work conditions at home. Methods: For this research, we employ surveying and semi-structured interviewing techniques to identify and understand the effects of work-from-home on developers' work habits, perceived productivity, and team dynamics. Results: The findings of this thesis indicate that work-from-home practices have a considerable in

Using an exploratory approach, this research delves into the intricate interplay between diversity and team dynamics, using social network analysis as a powerful tool. By combining theoretical insights from literature with comprehensive network analysis, the effects of diversity on power, influence and communication on construction project teams are uncovered. The initial phase of the research involves a literature review on diversity to develop an understanding of diversity within project teams. A preliminary survey collects data on diversity within two project teams and gathers relationship information based on Cross's four dimensions: frequency, responsiveness, effectiveness, and energy. This empirical data, along with social network analysis (SNA) metrics such as centrality, centralisation, density, clustering, and homophily, provides insights into the manifestation of diversity and its impact on team dynamics. The research findings and conclusions are presented to two experts in the field to enhance the understanding of diversity’s effects and obtain recommendations. The literature review helped create a list of relevant diversity dimensions. Age, gender, language, and nationality are important personal traits, while educational background, functional background, experience, and team tenure are critical job-related traits. In addition, three parameters were integrated into the analysis to understand some of the observed network properties of the investigated project teams. These parameters include organisation, office location, and department. The findings of this research highlight the significant impact of age, experience, education, functional background, nationality, and gender on team dynamics and collaboration within diverse teams. Age and experience were found to influence the closeness of team members, with younger and less experienced individuals being less connected to the larger network, particularly in relation to the o, Civil Engineering | Construction Management and Engineering

The aim of this research is to explore the behavioral aspects that are affected among mid-level and lower-level team members when outsourcing to foreign countries in the film industry in a project management context. More specifically, we delve into how team dynamics, communication, and trust are affected within project teams. Previous research and theory are employed throughout the research process, including Hofstede's Six Cultural Dimensions, Stuart Hall’s Model of Encoding and Decoding, the Riley & Riley Model of Communication, the FIRO model, and Adler’s Optimal Levels of Trust. This research is inductive and qualitative, consisting of five semi-structured interviews with various professionals in the film industry. The analysis is triangulated amongst the interviewees and previous research to give further insight into the behavioral aspects affected by outsourcing in the film industry. Our findings emphasized improvement in team dynamics when open-mindedness and willingness to learn is present amongst team members. Guided by the leadership of mid-level management, the work environment became more desirable when adapting to thelocal crew’s industry standards, leading to quicker team bonds and higher levels of trust. This was also accomplished through allocating time for socialization between team members. Conflict may be avoided through successful knowledge transfer between original and native teams. Language barriers may require a translator or fixer to be hiredto bridge those gaps. Overall, outsourcing to foreign crews was found to be an extremely valuable experience, provided all aforementioned behavioral aspects were successfully met by team members. This research serves to add to the understanding of how foreign outsourcing has an effect on the work environment of a project team, as past literature has not explored these behavioral aspects within the film industry. Therefore, we found it necessary to provide further insight into this field.

We examine how the extent and distribution of industry knowledge within an audit team affect audit outcomes. While prior research examining the role of auditors' industry knowledge focuses mainly on audit firms, audit offices, and audit partners, audits are conducted by audit teams. Using an audit framework and proprietary data from a Big 4 firm that includes audit hours for each team member, we find that Big 4 audit teams with higher average industry knowledge are associated with more audit effort. In contrast, we find mixed evidence on the relation between the average hourly internal cost rate and team knowledge. Further, we find that balanced teams, which have at least one team member who qualifies as an industry specialist at both the senior rank and junior rank, produce higher quality audits than teams that have no specialists. In contrast, the audit quality of unbalanced teams, which have a specialist at the senior rank but not the junior rank or vice versa, is not statistically different than teams with no specialists. Overall, our evidence suggests that both the extent and distribution of industry knowledge within a team matter for audit production and that industry knowledge is utilized more effectively when it is spread throughout the team. The findings have useful implications for audit firms and regulators regarding how team composition and industry knowledge affect audit outcomes., Nous examinons de quelle façon l’ampleur et la distribution de la connaissance du secteur au seind’une équipe d’audit influencent les résultats des audits. Si la recherche menée jusqu’ici sur le rôle de la connaissance du secteur que possèdent les auditeurs met principalement l’accent sur les cabinets d’audit, les bureaux d’audit et les partenaires d’audit, les audits sont dans les faits menés pardes équipes d’audit. À l’aide d’un cadre d’audit et de données exclusives d’un cabinet du Big 4 qui incluent les heures consacrées à l’audit par chaque membre de l’équipe, nous montrons que les équipes d’audit qui possèdent en moyenne une meilleure connaissance du secteur sont associées à un effort d’audit plus soutenu. Par contre, nous dégageons des éléments de preuve mitigés sur la relation entre le coût horaire interne moyen et la connaissance du secteur que possède l’équipe. Enoutre, nous établissons que les équipes équilibrées, c.-à-d., celles comptant un spécialiste du secteur à l’échelon supérieur et un à l’échelon subalterne, produisent des audits de meilleur equalité que les équipes n’ayant pas de spécialistes. À l’opposé, la qualité des audits effectués pardes équipes non équilibrées, qui ont un spécialiste du secteur à l’échelon supérieur ou subalternen’est pas statistiquement différente de celle des audits des équipes dépourvues de spécialistes. Dans l’ensemble, nos données portent à croire que l’ampleur et la distribution de la connaissance du secteur au sein d’une équipe d’audit sont importantes pour la production d’audits, et que la con-naissance du secteur est utilisée plus efficacement lorsqu’elle est partagée par plusieurs membres de l’équipe. Nos résultats ont des répercussions utiles pour les cabinets d’audit et les organismes de réglementation concernant la façon dont est composée l’équipe et la manière dont la connaissance du secteur influence les résultats des audits.

In this hands-on undergraduate class, students work in large teams of approximately 15-20 individuals to design and build working alpha prototypes of new products. The course is designed to emulate what engineers might experience as part of a design team in a modern product development firm. The large teams must work effectively to realize this task, so students also learn about group dynamics, team roles and management, consensus building, and the value of communication.  Each year there is a broad theme which serves as a launching point for new product opportunities. At the end of the course, teams present their work to a live audience of ~1100 practicing product designers, entrepreneurs, academics, and classmates, as well as a significant live webcast audience—in the tens of thousands. Key Goals: To improve creative-thinking capability. To improve ability to identify significant product opportunities, and to develop appropriate solutions through a structured product development process. To improve expertise in constructing models for reasoning about design alternatives. These include estimations, sketches, sketch models, spreadsheets, geometric models, mockups, and prototypes. To improve engineering expertise and proficiency in techniques for building high-quality product models and prototypes. To learn about and experience structured methods for working in large teams on a project that requires teamwork to be successful. To improve presentation skills using a wide variety of media. To develop an understanding of, and enthusiasm for, the engineering activities involved with designing a new product. To develop an appreciation for the significance of societal contributions that can be made as a technological innovator.

Entrepreneurial exit can be considered one of the most important moments in the entrepreneurial life cycle. However, within the literature, this importance was only recognized recently. Research regarding entrepreneurial exit went through a few stages; Firstly, the focus was on re-defining entrepreneurial exit and giving it a place in the life cycle. Entrepreneurial exit used to be an event that was associated with failure. Right now, not perse. It’s an event with many choices and can be studied on many levels. Within this study, exit will be looked at the level of the entrepreneur. Secondly, the role of the entrepreneur was considered; this includes variables such as intentions and personality traits. Lastly, state-of-the-art research seems to be looking at team dynamics. Currently, the main focus points were on homogeneity within the team. This study is an exploratory research which tries to link team dynamics and entrepreneurial exit. The found connections can be used for further studies. To achieve this, the main research question for this study is formulated as follows: How do team-dynamics in technical firms affect the entrepreneur's intention to exit the start-up and the chosen exit strategy? To answer the research question, a qualitative method was used, namely the comparative case study by using contrasting cases. The case studies are created by conducting interviews with management team members of technological start-ups/scale-ups. This contrast between cases is created by using a quadrant that divides the cases into “entrepreneurial exit incidents” and starting and more developed start-ups/scale-ups. Furthermore, the semi-structured interview is created by doing a literature review. Out of this literature review, multiple propositions were derived, and a conceptual model was formed. Afterwards, the propositions and conceptual model were the guidelines for the interviews. Lastly, the literature review was based on the sub-research questions., Master Thesis, Management of Technology (MoT)

Entrepreneurship is an incredibly emotional journey, and nowhere are the emotional dynamics in a founder’s journey more pronounced than in founding teams. While research into founding teams has flourished in recent years, we know surprisingly little about how conflict and emotions interact in founding teams to impact the likelihood of a founding team separation. Yet practitioners rely on the metaphor of marriage to teach founders how to manage conflict and affect to avoid a team ‘divorce’, however no entrepreneurship research explores this metaphor empirically to assess the validity and appropriateness of comparing a founding team to a marriage. In this thesis, I argue that to explore these complex phenomena in a rich, nuanced way, we need to deviate from traditional theories and methodologies relied on in entrepreneurship research. Hence, I draw inspiration from marital research, and capitalise on recent technological advancements like artificial intelligence algorithms that monitor real-time valence and activation fluctuations throughout founding team interactions. I explore the role of conflict, affect and affective interactions that lead to co-founder exits and founding team separation in a novel way. This thesis consists of three core articles that employ a range of methodological approaches to examine, and predict, how founding team dynamics lead to co-founder exits over the long run. I propose a theoretical framework that posits three main, interconnected findings. First, there are a range of affective responses throughout founding team conflict, and contrary to expectations, negative affect is not only expressed in relationship conflict, but also task and process conflict. Second, patterns of group affect and group cognition change the nature of team interactions, which in turn influence team conflict and resulting co-founder exits. Finally, rather than negative affect and relationship conflict predicting a cofounder exit, positive affect and task confli

Research has demonstrated that software engineering teams nowadays face numerous challenges that revolve around the well-being (happiness) of the developers. One way to address these challenges can be through Mob Programming (MP). Mob programming represents a novel software development practice where a whole team works together on the same coding problem, at the same time, in the same space and on the same computer. In this study, we investigate the impact of using MP on the well-being of software developers. A qualitative method with semi-structured interviews and observations was applied for its ability to extract in-depth and valuable information. The participants selected for this study derived from four different development teams who worked at Fortnox AB in Växjö, where one of the four development teams used MP on a daily basis and the three other teams practise MP on an occasional basis. A total of 13 interviews were conducted at the company's offices. Thematic analysis is used to organize and create a structure regarding the information from the interviews. Two themes with specific sub-codes are created based on the thematic analysis: Team dynamics and Individual dynamics, which are derived from the interview questionnaire. The study found that the majority of software developers were impacted in a positive way regarding well-being while practising MP. Reduced stress and individual work pressure, and increased social interaction were two of some prominent factors that contributed to this result. However, stress was also found to have negative effects on some developers, which was associated with the constant attention and overlooking by others during the coding process

As organizations utilize less hierarchical forms of leadership, the study of how leadership emerges within teams continues to grow in importance. Despite many theoretical perspectives used to study leadership emergence, little is understood about the actual process by which a collective structure emerges. In the current work, I address two of the primary limitations within this literature: imprecise theoretical perspectives and methodological challenges in studying emergence. Specifically, although there are many conceptual works that describe the leadership emergence process, these descriptions do not have enough precision to be able to design a model with formal rules, a necessary requirement for studying emergence. Additionally, studying leadership emergence requires the study of newly formed teams frequently over time, which is challenging to accomplish using existing methods. To address the two above limitations, in the current work, I translate two dominant process-oriented perspectives of leadership emergence (social interactionist and social cognitive) into formal theories that include a series of testable hypotheses. In doing so, these theories outline the essential elements and process mechanisms of each theoretical perspective. Next, I use these theories to design two agent-based models to simulate the process by which leadership emerges within teams, under each perspective. Using the software NetLogo, I simulate 500 newly formed teams over the initial period of 500 dyadic interactions (i.e., hours). Finally, after simulating these models, I use the resulting data to test the predictions from each theoretical perspective. In addition to testing the hypotheses from each model, I also utilize agent-based modeling to systematically test the relative importance of the unique individual-level elements and process mechanisms from each model. From this entire process, I generate results about (1) how well the agent-based models represent the respective perspecti

This paper looks at the positive effects of partial status anonymity in face-to-face co-creation workshops. Results suggest that especially during the early phases of co-creation, i.e. idea generation, participants experience more freedom to express themselves without self-imposed barriers. We observed positive effects in terms of (1) lowering or even suspending the perceived status among team members, (2) increased motivation, (3) freedom to speak and positive disposition to listen, (4) willingness to consider perspectives from other team members., Alleblas's contribution to this publication was part of the project ValueChange that has received funding from the European Research Council (ERC) under the European Union's Horizon 2020 research and innovation programme under grant agreement No 788321., Ethics & Philosophy of Technology

The aim is to conceptualize and develop the understanding of interprofessional teams, team dynamics and job rotation to gain more nuanced knowledge about the phenomenon by answering the following research questions: How can team dynamics be understood in interprofessional health care teams? How is team dynamics affected by job rotations in interprofessional health care teams? This research is an inductive, qualitative case study used to understand the social phenomenon of interprofessional teams, thus, aligning with the interpretive approach. Data was collected through twelve in-depth, semi-structured interviews which is the empirical material of this research. From the empirical material we found three aspects that had an impact on team dynamics within interprofessional teams, namely interpersonal relationships, organizational culture, and identity. In contrast, we found that the use of job rotations hampered team dynamics with regard to these three aspects. This thesis contributes to the literature with a more nuanced view of interprofessional teams. Furthermore, it provides a more critical view of the use of job rotations.

The recent virus COVID-19 has forced companies around the world to change the way they work. Teams who usually work together in the same physical space are now experiencing working virtually from home. Previous studies demonstrate the importance of psychological safety and trust in the aim of building high-performing and effective teams. A virtual setting implies new challenges and opportunities for managers. Hence, the researchers have tried to give an answer to the question: How can managers build and maintain psychological safety and trust in a team when going virtual? The study was conducted using a qualitative method and semi-structured interviews. Eight managers and one psychologist currently working virtually due to COVID-19 participated in the research. The results from the interviews indicate that building and maintaining psychological safety and trust become even more important in a virtual setting. Based on this, they should be considered as top priorities for managers. Tools suggested by the participants for building and maintaining psychological safety and trust are presented in the study.

This book examines the theories relevant to the development of skills necessary for effective participation in competition moots. By consideration of underlying theories the authors develop unique models of the skills of the cognitive, psychomotor and affective domains and effective team dynamics; and emphasise the importance of written submissions. The authors use this analysis to develop a unique integrated model that informs the process of coaching moot teams according to reliable principles.

Introduction: Recent findings suggest that process and outcome-based efficacy beliefs are factorially distinct with differential effects for team performance. This study extends this work by examining process and outcome efficacy (TPE, TOE) of interprofessional (IP) care teams over time. Methods: A within-team, repeated measures design with survey methodology was implemented in a sample of prelicensure IP care teams performing over three consecutive clinical simulation scenarios. TPE and TOE were assessed before and after each performance episode. Results: Initial baseline results replicated the discriminant validity for TPE and TOE separate factors. Further findings from multilevel modelling indicated significant time effects for TPE convergence, but not TOE convergence. However, a cross-level interaction effect of ‘TOE(Start-Mean)×Time’ strengthened TOE convergence over time. A final follow-up analysis of team agreement’s substantive impact was conducted using independent faculty-observer ratings of teams’ final simulation. Conclusion: Independent sample t-tests of high/low-agreement teams indicated support for agreement’s substantive impact, such that high-agreement teams were rated as significantly better performers than low-agreement teams during the final simulation training. We discuss the substantive merit of methodological within-team agreement as an indicator of team functionality within IP and greater healthcare-simulation trainings at-large.

När byggproduktionen startas på ofullständiga handlingar, leder det alltid till många kostsamma lösningar. Kostnaden att åtgärda fel är procentuellt mindre i projekteringsfasen än i förvaltningsfasen när byggnaden står klar. Faktorer som är bidragande till de stora kostnaderna i byggprocessen, är bland annat brister i projektering, informationsöverföring och kommunikation. Samverkan och kommunikation är viktiga faktorer för att kunna skapa en förtroendefull relation mellan deltagarna. Lagandan och dynamiken i ett team är viktigt för att nå gemensamma mål. Arkitekter och konstruktörer bör därför finna former för en fortlöpande dialog och visa varandra förtroende och öppenhet. Syftet med studien är att identifiera, analysera och effektivisera samspelet mellan arkitekter och konstruktörer under projekteringsprocessen, ur ett tvärvetenskapligt perspektiv. Genom intervjuer har undersökningen kunnat styrkas och visas i ett skarpt läge de underliggande orsakerna till de brister som uppstår. Utifrån detta har förslag på förbättringar tagits fram, som kan gynna ett företag ekonomiskt och på längre sikt. Uppkomsten av dessa problem beror på att alla aktörer som samverkar, har inte samma bakgrund och delar inte samma företagskultur. En oerfaren beställare som är otydlig och benägen att göra ändringar men vill bygga på kortast möjlig tid, så billigt som möjligt samtidigt som resultatet blir så bra som möjligt krävs att projektet leds med goda samordningsfärdigheter och kommunikationsförmåga. Samarbetsfärdigheter och rätt inställning i rollen som projektör kan lösa många missförstånd. Med rätt förutsättningar kan förbättringsförslag appliceras och få genomslag. Det finns en del förbättringsförslag som är lätta att genomföra, medan andra kräver mer tid, energi och en större investering. Om fler får vara delaktiga och visar engagemang i projektet kan det leda till ett bättre samarbete mellan aktörerna i byggprocessen., Contractors who start building based on incomplete documents will always require many costly solutions. The cost to correct mistakes in the beginning of the project is less than the cost to correct mistakes at the end of the project when the admission takes over. Factors that contribute to these large costs are in the planning stage, when transferring information and lack of communication. Collaboration and communication are important factors in creating a trusting relationship between the participants. The team spirit and the dynamic of a team are important in achieving common goals. Architects and structural engineers should therefore have a dialogue continuously and show each other trust and openness. The purpose of this study is to identify, analyze and an attempt to make the interaction more efficient between architects and structural engineers during the planning process, from a interdisciplinary perspective. The investigation of this study has been able to establish the underlying causes of the problems through interviews. Based on this, suggestions for improvements have been made, which can profit any company financially in the long term. The cause of these problems is due to the fact that all members of the team have different backgrounds and different corporate culture. With an inexperienced client who is unclear and prone to make changes and at the same time wants to build in the shortest possible time, as cheaply as possible while the result is as good as possible, requires that the project is managed with good coordination skills and communication skills. Many problems and misunderstandings can be eliminated when the planner is entering a project with collaboration skills and with the right attitude. With the right conditions, improvement suggestions can be applicable and get a breakthrough. Some improvement suggestions are easy to implement, while others require more time, energy and a greater investment. If more people get involved and show commitment, Contractors who start building based on incomplete documents will always require many costly solutions. The cost to correct mistakes in the beginning of the project is less than the cost to correct mistakes at the end of the project when the admission takes over. Factors that contribute to these large costs are in the planning stage, when transferring information and lack of communication. Collaboration and communication are important factors in creating a trusting relationship between the participants. The team spirit and the dynamic of a team are important in achieving common goals. Architects and structural engineers should therefore have a dialogue continuously and show each other trust and openness. The purpose of this study is to identify, analyze and an attempt to make the interaction more efficient between architects and structural engineers during the planning process, from a interdisciplinary perspective. The investigation of this study has been able to establish the underlying causes of the problems through interviews. Based on this, suggestions for improvements have been made, which can profit any company financially in the long term. The cause of these problems is due to the fact that all members of the team have different backgrounds and different corporate culture. With an inexperienced client who is unclear and prone to make changes and at the same time wants to build in the shortest possible time, as cheaply as possible while the result is as good as possible, requires that the project is managed with good coordination skills and communication skills. Many problems and misunderstandings can be eliminated when the planner is entering a project with collaboration skills and with the right attitude. With the right conditions, improvement suggestions can be applicable and get a breakthrough. Some improvement suggestions are easy to implement, while others require more time, energy and a greater investment. If more people get involved and show commitment

Team processes are interdependent activities among team members that transform inputs into outputs, vary over time, and are critical for team effectiveness. Understanding the temporal dynamics of team processes and related team phenomena with a high-resolution lens (i.e., methods with high sampling rates) is particularly challenging when going “into the wild” (i.e., studying teams operating in their full situated context). We review quantitative field studies using high-resolution methods (e.g., video, chat/text data, archival, wearables) and map out the various temporal lenses for studying team dynamics. We synthesize these different lenses and present an integrated temporal framework that is of help in theorizing about team dynamics. We also provide readers with a “how to” guide that summarizes four essential steps along with analytical methods (e.g., sequential and pattern analyses, mixed-methods research, abductive reasoning) that are applicable to the broad scope of high-resolution methods.

Social interaction plays a key role in assessing teamwork and collaboration. It becomes particularly critical in team performance when coupled with isolated, confined, and extreme conditions such as undersea missions. This work investigates how social interactions of individual members in a small team evolve during the course of a long duration mission. We propose to use a topic model to mine individual social interaction patterns and examine how the dynamics of these patterns have an effect on self-assessment of mood and team cohesion. Specifically, we analyzed data from a 6-person crew wearing Sociometric badges over a 4-month mission. Our results show that our method can extract the latent structure of social contexts without supervision. We demonstrate how the extracted patterns based on probabilistic models can provide insights on common behaviors at various temporal resolutions and exhibit links with self-report affective states and team cohesion., Green Open Access added to TU Delft Institutional Repository ‘You share, we take care!’ – Taverne project https://www.openaccess.nl/en/you-share-we-take-care Otherwise as indicated in the copyright section: the publisher is the copyright holder of this work and the author uses the Dutch legislation to make this work public., Pattern Recognition and Bioinformatics

Background: Although leadership is a topic which has been extensively researched, there is limited literature concerning co-leadership, especially in connection to start-ups. Moreover, as those who are co-leaders in start-ups often also are co-founders and co-owners, it is vital that their co-leadership dynamic is functional as a way of staying in business. Co-leadership is described as a leadership form which has become more commonly used, which further adds urgency of exploring the topic of co-leadership dynamics, and how to make it functional. Purpose: The purpose of this thesis is to explore how a functional co-leadership dynamic can be created between leaders who are simultaneously founders and owners of a start-up. Method: This is a qualitative study, for which is used semi-structured interviews to collect data from 11 co-leaders in 10 companies. The transcribed interviews have been used together with secondary data to point out specific elements that have shown to be important for a functional co-leadership dynamic. Both the themes of co-leadership dynamics and the context of entrepreneurship, foundership and ownership were used to find and highlight these elements. The elements have been discussed in the Analysis and are thereafter presented in a model. Conclusion: Six elements have been pointed out as important for a functional co-leadership dynamic: Collaborative Attitude, Shared Values & Vision, Open & Continuous Communication, Synergy, Learning & Personal Growth, and Trust. These elements are interrelated, and Collaborative Attitude, Shared Values & Vision, Synergy and Trust are also connected to the contextual factors.

The current study draws on work in the areas of team adaptation, team compilation, and small groups as complex systems to predict and test relationships between time, taskwork team mental models, team action patterns, and team effectiveness. Three-person teams performed 9 scenarios of a firefighting simulation distributed over 3 days with discontinuous task changes introduced in the fourth and seventh scenarios (N = 41 teams; 123 individuals). We applied pattern detection algorithm software to the behavioral data to identify emergent performative patterns in the team members' task-oriented actions. We also used discontinuous growth modeling to track the development of these team action patterns and their dynamic relation to team effectiveness. The results indicate that pattern emergence increased over time. This was particularly true for teams with similar taskwork mental models, and these teams also showed a more acute decrease in action patterns after a task change. In addition, team action patterns became increasingly positively related to team effectiveness over time, but this effect was reset after the occurrence of a task change. Overall, our research provides practical guidance to managers by illustrating the value of teams having highly shared taskwork team mental models and of enhancing the effects of teams' action patterns on team adaptive outcomes.

Drawing on impression formation theory (Fiske & Neuberg, 1990), social identity theory (Tajfel & Turner, 1979) and similarity attraction theory (Byrne, 1971, 1997), one can argue that cultural diversity in project teams creates difficulty for free flow of information among team members, which in turn hurts team performance. Yet, it can also be argued that people with different cultural background can provide unique perspectives to an issue, which will benefit teams. In fact, empirical research has found mixed results of cultural diversity on team performance. In this dissertation, I develop a model to reconcile the conflicting results of cultural diversity on team performance. Specifically, I argue that work-related information elaboration is one of the underlying mechanisms that translates the effect of cultural diversity to performance, depending on member information processing motivation and cultural intelligence. Participants were randomly assigned to three types of teams: all American (N = 32 teams), all Chinese (N = 34 teams), and mixed (N = 38 teams), in which members in each team finished an experimental task (i.e., a business case study). Mediation and moderated mediation analyses were run. Leading results indicate that information sharing uniqueness translated the effect of cultural diversity to team performance, whereas information sharing openness did not mediate the relationship between cultural diversity and team performance after controlling for the mediating effect of information sharing uniqueness. Consistent with one of the major claims in this dissertation, the data show that in culturally diverse teams, high levels of cultural diversity amplified the positive relationship between cultural diversity and information sharing uniqueness, which led to higher team performance. However, social motivation did not change the strength of the relationship between cultural diversity and information elaboration processes. Theoretical and practical implicatio

Studying team performance dynamics in tasks and activities has proven difficult because of the dynamic and unpredictable nature of the real world. Microworld systems aim to address that issue by providing researchers with controllable simulated environments that captures the essence of their real-world counterpart activities. This study utilized one such microworld system, called C3Fire, to simulate a forest firefighting setting where 48 participants divided into 12 teams were tasked with cooperating in extinguishing the fires. Teams consisted of four roles – each with its different responsibilities and resources. The aim of this study was to determine whether any individual team role had a greater impact on team performance than the other roles. Each team encountered three distinct scenarios of varying difficulty. Command input action counts and self-assessed performance scores were collected for each participant. These measurements were tested for correlations with team scores. The logistics chief role, who was responsible for re-filling and re-fueling other units, stood out as being the only role whose command input count correlated with team score, and being one of only two roles for which command inputs and self-assessed performance scores were correlated, as well. Results of a multiple regression procedure also indicated that the command counts of the logistics chief was a significant predictor of team score.

While team dynamics is a heavily researched topic, the applicability within startup companies is fairly uncommon within entrepreneurship academic research. Therefore, the purpose is to analyze the application of team development theories on startups and present team development tendencies. The ambition is to provide information for entrepreneurs to consider in their new or already existing venture. The information provided works to unveil the value of developing team dynamics within startup companies. It also works to describe how to consciously develop a team. Throughout the discussion, the following questions are answered: • Do startup industry characteristics need varying team dynamics approaches? • Which values do startups attribute to developing team dynamics? • Are startups consciously working on team dynamics? If so, which techniques are used? The methods applied include qualitative literature review through inductive reasoning combined with data collection from team members and managers among three startups. The literature review was applied to the study by offering a theoretical background while defining the scope of keywords and prolific theories. The collected data have been compared to existing theories within previous research, in order to conclude recommendations for startup stakeholders to consider while running a business.

In today’s society people are influenced by technological developments. Technology changed the consumer’s behavior, but also the way companies evolved over time. Nowadays, technology is accessible for everyone, which leads to fast changing environments with a lot of competition. There are limited studies that focus on teams of new ventures in comparison to the lone entrepreneur. However, there are only a few studies that explain how the new ventures of today, and especially their founding team, are affected by the rapid changes in their high-velocity environment. The aim of this research is to provide new insights into team dynamics theory from an angle of high-velocity environments. This master thesis answers the following research question: “What challenges do the founders of New Venture Teams face in high-velocity environments and how do they cope with these challenges?” In order to answer this research question, the authors used a qualitative research approach. Three new ventures are studied within this paper, that are operating in a high-velocity environment. Several different themes were codified both theoretically and empirically derived. The data and findings are discussed together with previous theories of highvelocity environments and team dynamics. The findings show that the social relationship among the team members from before starting the venture has a big impact on how they overcome their challenges. Secondly, open communication and honesty are key to create a shared mindset with the co-founder, which is crucial in a time where teams often work from a distance. Keywords: high-velocity environments, team dynamics, founding teams, new ventures, entrepreneurship, strong and weak ties, decision-making process, conflicts

During my graduate studies, I have grown to understand the complexity of leading an exceptional stage management team. I am departing with a deep curiosity about how to nourish and cultivate future team collaborations. The Cherry Orchard team was the highest functioning team that I have cultivated during my time at UC San Diego. Upon reflection, there were many disappointing moments when I craved a higher level of performance from the team. My expectations of teams began to form at a young age through competitive athletics. I was a nationally ranked water polo player and was taught to embody the physical struggle and mental grit required of an emerging professional athlete. That mental and physical toughness has formed my identity and continues to inform my ideas about discipline, value, and working for a goal that is far larger than what I could accomplish on my own. While my approach to team dynamics served me well in competitive athletics, some of my ideas have failed me while working on teams outside of the regulated structure of sports. Live performance is the ultimate group collaboration and I have fought to form strong and trusting stage management teams. When I started graduate school, I had a tendency to do everything myself and continued to strive for improbable perfection, performing as an unstoppable one-woman show. My experience on The Cherry Orchard illuminated a path to cultivating resilient teams that is informed equally by athletic discipline and the deep curiosity of collaboration.

In this paper we advocate the use of growth modeling as an approach that is particularly useful for testing and refining existing theory on team dynamics, as well as integrating different theoretical perspectives. Quantitative studies that test team theories have typically included only one or two time points, between-team research designs, and hierarchical regression-based statistical analyses. Such an approach enables exploration of antecedents to explain why some teams are more effective than others at specified points in the team task or lifespan. In contrast, using three or more time points of data and applying growth modeling statistical analyses is atypical, but can allow for informative investigations of team trajectories, or patterns of change within teams. We argue that this approach can facilitate fruitful insights about team dynamics, and we provide guidelines for researchers as to how to investigate such team dynamics using growth modeling.

Purpose - The purpose of this thesis is to provide recommendations for commercial organizations when managing crises. By examining the ongoing operations of health care organizations the thesis will investigate the application of a similar structure toward commercial organizations. Background - In the globalized a fast paced reality we operate in it is essential for organizations to be prepared for the unthinkable. This have been illustrated not only in reality, but also empathized by a vast amount of researchers. A survey made by Steelhenge, an international consultancy, argues that organizations are not sufficiently prepared for crises. Researchers have also notified this lack of crisis preparedness within organizations. We argue that being crisis prepared is an essential factor and responsibility for commercial organizations in modern society. Method - In order to answer the research questions we have used a qualitative research method. The qualitative research method is further linked to the descripto-exploratory purpose, abductive reasoning and directed content analysis that provide a mixture of concept and data driven categories. We have conducted semi-structured, one-on-one interviews within health care organizations and commercial organizations. The respondents were chosen by a purposive and self-selecting sampling method. Conclusion - The empirical study suggests that there are learning’s to be considered for commercial organizations by applying health care organizations operational structure. What can be concluded is that health care organizations rely on coordination between individuals or teams to solve multi-functional issues. Commercial organizations would implement CMT’s to use a similar structure with all the essential factors for efficient coordination.

Breakthroughs in satellite and fiber-optic telecommunication networks and related technologies currently enable almost instantaneous transmission of information across the globe. Many private and public organizations have become used to depending on the global information grid to perform their daily operations. A firm with headquarters in the United States can interact with multiple affiliates and customers located on the other side of the globe in real time. With such technological advances, the need has arisen for virtual collaboration means that allow personnel at geographically diverse sites to interact and communicate effectively. Having the most effective means of virtual collaboration and ensuring they are used in the most effective way are paramount to achieving error-free, real-time communication, a goal that is particularly important for military operations. In this report we address the virtual collaboration needs of organizations whose components have wide geographic distribution, such as U.S. military intelligence organizations or U.S. military operational units.

The complex systems approach offers an opportunity to replace the extant pre-dominant mechanistic view on sport-related phenomena. The emphasis on the environment-system relationship, the applications of complexity principles, and the use of nonlinear dynamics mathematical tools propose a deep change in sport science. Coordination dynamics, ecological dynamics, and network approaches have been successfully applied to the study of different sport-related behaviors, from movement patterns that emerge at different scales constrained by specific sport contexts to game dynamics. Sport benefit from the use of such approaches in the understanding of technical, tactical, or physical conditioning aspects which change their meaning and dilute their frontiers. The creation of new learning and training strategies for teams and individual athletes is a main practical consequence. Some challenges for the future are investigating the influence of key control parameters in the nonlinear behavior of athlete-environment systems and the possible relatedness of the dynamics and constraints acting at different spatio-temporal scales in team sports. Modelling sport-related phenomena can make useful contributions to a better understanding of complex systems and vice-versa.

This paper reviews research findings on entrepreneurial top management teams within the last 20 years. It concentrates on team-based management factors and their influence on a new venture’s growth and ability to raise capital. This paper integrates recent findings and provides an overview of the current state of research. Moreover, it contributes to the overall topic by proposing five clusters of major team-specific influences, derives determinants of success and failure, and reveals recommendations for further research.

Interaction Design is a fast developing branch of Industrial Design. The availability of cheap microprocessors and sensor electronics allow interactions between people and products that were until recently impossible. This has added additional layers of complexity to the design process. Novice designers find it difficult to effectively juggle these complexities and typically tend to focus on one aspect at a time. They also tend to take a linear, step-by-step approach to the design process in contrast to expert designers who pursue “parallel lines of thought” whilst simultaneously co-evolving both problem and solution. (Lawson, 1993) This paper explores an approach that encourages designers (in this case novice designers) to take a parallel rather than linear approach to the design process. It also addresses the problem of social loafing that tends to occur in team activities.

Organizations increasingly rely on teams as fundamental building blocks - a focus mirrored by a long legacy of research on teams. Due to the complexity of team dynamics and processes within teams and small groups, to date such research has yielded an ambiguous or equivocal set of results regarding the determinants of team performance. I suggest that a major confounding factor in such results is the impact of contextual factors on individual members’ agreement or disagreement as to the membership of those very teams. The prevalence of such boundary disagreement is likely to continue increasing as more and more organizations structure their work around project-based teams, characterized by short time horizons and multiple overlapping contexts which stand to significantly affect individual members’ perceptions and understanding of those teams. In this research, I introduce and examine the phenomenon of team boundary disagreement. I build upon social categorization to provide a framework for the membership attribution process that leads to team boundary disagreement. In a study of 39 formally-defined, software and product development teams in a multinational software company, I use surveys and interviews to identify antecedents and effects of team boundary disagreement. As hypothesized, I find boundary disagreement exists in the majority (72%) of teams and is predicted by heterogeneity of communication patterns, both level and heterogeneity of task interdependence, and member uniqueness on task-relevant dimensions. I further find teams experiencing boundary disagreement perform significantly poorer than those without – a relationship mediated by shared identity. These findings provide the basis for a discussion of the impacts of boundary disagreement on our understanding of individual perceptual frameworks, extant theories of small groups dynamics, and the relationships between different approaches to understanding teams.

Research regarding geographically dispersed teams (GDTs) is increasingly common and has yielded many insights into how spatio-temporal and socio-demographic factors affect GDT functioning and performance. Largely missing, however, is research on the effects of the basic geographic configuration of GDTs. In this study, we explore the impact of GDT configuration (i.e., the relative number of team members at different sites, independent of the characteristics of those members or the spatial and temporal distances among them) on GDT dynamics. In a quasi-experimental setting, we examine the effects of configuration using a sample of 62 six-person teams in four different one- and twosite configurations. As predicted, we find that configuration significantly affects team dynamics – independent of spatio-temporal distance and socio-demographic factors. More specifically, we find that teams with geographically-based subgroups (defined as two or more members per site) have significantly less shared team identity, less effective transactive memory, more conflict, and more coordination issues. Furthermore, in teams with subgroups, imbalance (i.e., the uneven distribution of members across sites) exacerbates these effects; subgroups with a numerical minority of team members report significantly poorer scores on the same four outcomes. In contrast, teams with geographically isolated members (i.e., members who have no teammates at their site) outperform both balanced and imbalanced configurations.

Database modeling is a complex conceptual topic often taught through the use of project-based teams. One of the problems with the use of project-based teams in university courses is the determination of whether this is the most effective use of instructor and student time involvement and effort level. Therefore, this study investigated the impact of providing team dynamics training prior to the commencement of short-duration project-based team conceptual data modeling projects on individual data modeling task performance (DMTP) outcomes and team cohesiveness. The literature review encompassed conceptual data design modeling, the use of a project-based team approach, team dynamics and cohesion, self-efficacy, gender, and diversity. The research population consisted of 75 university students at a North American University (Canadian) pursuing a business program requiring an information systems course in which database design components are taught. Analysis of the collected data revealed that there was a statistically significant inverse relationship found between the provision of team dynamics training and individual DMTP. However, no statistically significant relationship was found between team dynamics training and team cohesion. Therefore, this study calls into question the value of team dynamics training on learning outcomes in the case of very short duration project-based teams involved in conceptual data modeling tasks. Additional research in this area would need to clarify what about this particular experiment might have contributed to these results.

This study is an exploration of a change management intervention tool described here as the Hypothetical'. This tool is not described in organisation literature, but many of its functions and features can be found in theories relating to, for example, organisational communication, change management, leadership and team dynamics. The Hypothetical does, however, appear as a discussion forum in the popular media. In the 1980s and 1990s, the high profile television program, Hypotheticals, hosted by Geoffrey Robertson QC, dramatised decision making processes, and teased out some of the moral dilemmas inherent in social and political problems, utilising high profile panelists from the social, political and business elites. In the 1990s, the Hypothetical made a transition from the television screen to the management meeting room and the executive suite. The researcher of this study has similarly used the Hypothetical in his capacity as a communications consultant for a number of public and private client organisations. With this background, this study was undertaken to explore the Hypothetical and to identify those functions and features that define its appropriateness as an intervention for organisational communication and change. The findings from this study are founded on two aspects a review of relevant organisation literature, and data from the presentation of a specific Hypothetical intervention to the public organisation Centrelink Queensland. The Hypothetical tool, as identified in this study, is a one-off, 90 minute performance involving a facilitator, audience, and members of a panel who represent the organisation in which semi-fictitious storylines are meant to symbolise elements in the cultural life of the organisation. The study also identifies a Hypothetical process in which research methods that are applied, before and after the intervention performance, help to identify the functions and features of the intervention. The features of the Hypothetical, as an

The purpose of this study was to develop a deeper understanding of the issues facing virtual team facilitators as they implement and facilitate virtual teams. The study asked the following research question: How do facilitators of virtual teams build relationships with their virtual team members? Because virtual teams are a new form of highly dynamic and ambiguous collaborative interaction, a major challenge of this study was the need to generate relevant data and analyze it in an appropriate manner. To achieve this, a research framework involving a training program format was instituted based on methods developed in Action Learning (AL), with data collection and analysis based on grounded theory approaches (Glaser and Strauss, 1967). The AL-based 'virtual team facilitation' training program used in this study was designed to achieve the following three goals: to generate interest and incentive for would-be participants, to give participants information and skills to initiate and facilitate their own virtual teams, and to generate data for analysis. After being recruited, participants were broadly interviewed to determine their prior experience with virtual teams and their perceived needs and concerns in implementing and facilitating their own virtual team. The researcher then developed a ten-week training program to meet these needs. A pilot program and two subsequent training programs were held. During the training programs, each participant planned for, or actually initiated and facilitated a virtual team within their own organizational context. Every two weeks the participants met with the researcher to investigate issues related to initiating and facilitating virtual teams and to discuss issues that were arising in their own virtual teams. In all seven participants from a variety of New Zealand organizations took part in the study. The seven participants formed a diverse group, from the managing director of a one-man, global virtual organization who worked excl

Tato práce zkoumá integraci Scrum Master do projektu Privileged Access Management (PAM) v NN IT HUB s využitím metodiky PRINCE2 Agile. Zavedení role Scrum Master výrazně zlepšilo dynamiku týmu a optimalizovalo provádění projektů, což vedlo ke zlepšení efektivity procesů a optimalizovanému provádění projektů. Studie potvrzuje, že začlenění Scrum Master nabízí podstatné provozní a finanční výhody, podporuje strategické cíle organizace a zlepšuje její bezpečnostní rámec., This thesis investigates the integration of a Scrum Master into the Privileged Access Management (PAM) project at NN IT HUB, utilizing PRINCE2 Agile methodology. The introduction of the Scrum Master role significantly enhanced team dynamics and optimized project execution, leading to improved process efficiency and optimized project execution. The study confirms that incorporating a Scrum Master offers substantial operational and financial benefits, supporting the organization's strategic objectives and enhancing its security framework.