Search

Many of us spend a large part of our lives working in work teams, and our experiences in these teams can significantly influence our well-being, health and happiness (e.g., Sonnentag, 1996). As a result, gaining a deeper understanding of the organization and functioning of work teams is not just interesting, but could also lead to such desirable results as increased well-being or improved team performance (e.g., Ostroff, 1992). One of the more important theories that both practitioners and scholars use for understanding the functioning of work teams is inter-dependence theory (e.g., Thibaut & Kelley, 1959). This thesis aims to further the understanding of interdependence in work teams by investigating the role of differences or asymmetries in dependence between team members. These asymmetries in dependence occur when a team member (A) is more dependent on another team member (B) to complete his or her task, than B is dependent on A (e.g., Kelley & Thibaut, 1978). This vital element of interdependence has been largely overlooked in research so far, and in this thesis I aim to fill this gap in the interdependence literature.

Many of us spend a large part of our lives working in work teams, and our experiences in these teams can significantly influence our well-being, health and happiness (e.g., Sonnentag, 1996). As a result, gaining a deeper understanding of the organization and functioning of work teams is not just interesting, but could also lead to such desirable results as increased well-being or improved team performance (e.g., Ostroff, 1992). One of the more important theories that both practitioners and scholars use for understanding the functioning of work teams is inter-dependence theory (e.g., Thibaut & Kelley, 1959). This thesis aims to further the understanding of interdependence in work teams by investigating the role of differences or asymmetries in dependence between team members. These asymmetries in dependence occur when a team member (A) is more dependent on another team member (B) to complete his or her task, than B is dependent on A (e.g., Kelley & Thibaut, 1978). This vital element of interdependence has been largely overlooked in research so far, and in this thesis I aim to fill this gap in the interdependence literature.

A three-year longitudinal study of more than 150 self-managing work teams was carried out at Volvo Trucks Umea, Sweden. Data obtained by this study were used to test a model about the performance effects of team development, answering the following research questions: (1) how can the team developmental processes be described; (2) what are their effects on business performance as well as on quality of working life; and (3) what are the management structure’s inputs that generate team responsiveness? The study reveals three team-development processes, consistent over time, and each positively related to both indicators of business performance and quality of working life. A result-oriented approach is suggested, which supports teams and managers in making work teams more succesful, while focusing on inputs, processes as well as outputs.

A three-year longitudinal study of more than 150 self-managing work teams was carried out at Volvo Trucks Umea, Sweden. Data obtained by this study were used to test a model about the performance effects of team development, answering the following research questions: (1) how can the team developmental processes be described; (2) what are their effects on business performance as well as on quality of working life; and (3) what are the management structure’s inputs that generate team responsiveness? The study reveals three team-development processes, consistent over time, and each positively related to both indicators of business performance and quality of working life. A result-oriented approach is suggested, which supports teams and managers in making work teams more succesful, while focusing on inputs, processes as well as outputs.

This book contains proceedings of the Sixth International Symposium on Human Factors in Organizational Design and Management held in The Hague, The Netherlands, August 19-22, 1998. The Symposium was sponsored jointly by the International Ergonomics Society, the Dutch Ergonomics Society, NIA TNO and The Ministry of Social Affairs and Employment. The book contains the next sections: (I) Organizational design (network of organizations, teamwork, total quality management, organizational learning, management issues, healthy work, management of human settlements); (II) Design for manufacturing; (III) Product/production design (production system, product design); (IV) Information and communication technology. ICT and organizational learning; (V) Workplace and machine design (health, participation and workplaces); (VI) Job task design (managerial aspects, health); (VII) Training and coaching (organizational learning, ergonomics and learning)

This book contains proceedings of the Sixth International Symposium on Human Factors in Organizational Design and Management held in The Hague, The Netherlands, August 19-22, 1998. The Symposium was sponsored jointly by the International Ergonomics Society, the Dutch Ergonomics Society, NIA TNO and The Ministry of Social Affairs and Employment. The book contains the next sections: (I) Organizational design (network of organizations, teamwork, total quality management, organizational learning, management issues, healthy work, management of human settlements); (II) Design for manufacturing; (III) Product/production design (production system, product design); (IV) Information and communication technology. ICT and organizational learning; (V) Workplace and machine design (health, participation and workplaces); (VI) Job task design (managerial aspects, health); (VII) Training and coaching (organizational learning, ergonomics and learning)

This book contains proceedings of the Sixth International Symposium on Human Factors in Organizational Design and Management held in The Hague, The Netherlands, August 19-22, 1998. The Symposium was sponsored jointly by the International Ergonomics Society, the Dutch Ergonomics Society, NIA TNO and The Ministry of Social Affairs and Employment. The book contains the next sections: (I) Organizational design (network of organizations, teamwork, total quality management, organizational learning, management issues, healthy work, management of human settlements); (II) Design for manufacturing; (III) Product/production design (production system, product design); (IV) Information and communication technology. ICT and organizational learning; (V) Workplace and machine design (health, participation and workplaces); (VI) Job task design (managerial aspects, health); (VII) Training and coaching (organizational learning, ergonomics and learning)