Team Behavior Research Articles

Demystifying Critical Success Factors for Applying Value Management in Construction Projects along the Belt and Road Regions: Focus Group Study

The Belt and Road (B&R) initiative creates a highly competitive and dynamic environment and cooperation network for construction projects in specific regions. By using the experience of other countries, construction professionals can be well-equipped with management skills for solving intractable problems during the project management process of a construction project. Value management (VM) is a systematic team decision-making methodology used to achieve the best project value, but it is rarely applied in developing regions along the B&R. This study aims to identify critical success factors for the implementation of VM in construction projects in both developed and developing regions along the B&R. Six focus groups targeting three groups of regions were conducted, including advanced VM developed regions (Regions 1), advanced VM developing regions (Regions 2), and unadvanced VM developing regions (Regions 3). Three main groups of critical success factors were identified by using contextual analysis: technical process, team behaviors, and outcomes. By comparing VM in advanced VM regions (Regions 1 and Regions 2) and traditional team decision-making in unadvanced VM regions (Regions 3), the study revealed that (1) practitioners in Regions 1 applied VM to achieve project success with a logical process and positive team behaviors, although several problems were also encountered; (2) surprisingly, in some technical respects, VM practitioners in Region 2 performed better than those in Regions 1, but positive team behaviors were still not emphasized; and (3) inefficient traditional decision-making activities with illogical technical processes and negative team behaviors in Regions 3 often led to poor project outcomes. A propositional model is established based on the identified critical success factors and comparison results among the three groups of regions. Finally, several practical recommendations are proposed to ensure effective VM application and promotion in both developed and developing regions along the B&R.

Description of the menstrual cycle status, energy availability, eating behavior and physical performance in a youth female soccer team

The aim of the study was to describe the menstrual status and perception, risk of low energy availability (LEA) and the presence of orthorexia nervosa (ON) in youth female from a soccer team. Also, verify the possible effect of LEA and ON on physical performance. Data from 19 female players (14.6 ± 1.42 yr) belonging to a soccer team from Cyprus was taken during pre-season. The menstrual cycle status was evaluated by specific questions, LEA by the Low Energy Availability in Females Questionnaire (LEAF-Q), ON by the ORTO-R questionnaire and physical performance by jump, handgrip and cardiorespiratory exercise tests. Players were separated into the risk of LEA and ON. Comparison and correlation tests were performed with a significance set at p < 0.05. As the main results, 66.7% of players perceived that the menstrual period affects their performance in the game, 83.3% did not communicate with coaches about their menstrual cycle; the prevalence of risk of LEA was 26.3%; players with risk of LEA also presented higher scores ON; neither LEA nor ON presented a significant association with players performance. The findings highlighted that youth players perceived an impact of the menstrual period on performance, but did not communicate with the coach about it. Players with the risk of LEA and high values of ON seem not to be associated with a decrease in physical performance during the pre-season evaluation. Attention is required as the players were assessed once. Monitoring these parameters throughout the sports season is recommended to obtain better clarification about the topic.

Narcissism and seeing red: How perceptions of social rank conflict fuels dominance

The desire for social rank is a universal motive that shapes how people think, feel, and behave. Whereas some individuals may acquire rank through sharing expertise and knowledge (i.e., prestige), others resort to fear and intimidation (i.e., dominance). Here, we propose that a tendency to perceive social rank conflict (i.e., conflict between team members over status and power) may underpin dominance behaviour in teams, and that narcissism accounts for these individual differences. Tracking 357 individuals from 81 project design teams across three time points, we used multilevel structural equation modeling to examine associations at the between-person level and the within-person level, while accounting for team membership. We observed support for the idea that individuals who tend to perceive higher levels of social rank conflict are more likely to have a reputation within their team for dominance-based social rank pursuit. We further demonstrate that within-person and between-person differences in narcissistic rivalry (but not narcissistic admiration) predict who is more likely to perceive higher levels of social rank conflict. Overall, the tendency to view one's social world through an antagonistic lens appears to drive dominance-related behaviour in teams.

Team behaviors as antecedents for team members' work engagement in interdisciplinary health care teams.

Due to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members' work engagement. Especially in the domain of health care, high demands at work impact professionals' work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members' work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects. Data of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members' work engagement were estimated in a mediation model using structural equation modeling (SEM). The results indicate that team members' work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members' work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members' work engagement. Our results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members' work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes.

Preventing success: How a prevention focus causes leaders to overrule good ideas and reduce team performance gains.

We examine the effects of leader prevention focus on the leader's own behavior, in the form of the harmful overruling of good ideas by their follower team, and on the team's collective behaviors, processes, and performance. We argue that when leaders adopt a prevention mindset, it can have costly effects on team outcomes. We tested our hypotheses using an experimental design in which 84 five-person teams engaged in a networked simulation, and we manipulated leader prevention focus through selection and training. Our hypotheses were generally supported. Specifically, we found that leaders with a prevention focus are more likely to engage in the faulty overruling of their team's decisions, causing the team to miss opportunities. We also found that teams with prevention-focused leaders tend to achieve lower levels of performance gains and we test the role of three mediating processes and states that convey the effects of leader prevention focus on reduced performance gains: increased risk avoidance, reduced team prospecting, and lower positive team affective tone. We show support for the mediating role of both reduced team prospecting and lower positive team affective tone. Finally, we show that team member reward responsiveness moderates the effects of leader prevention focus on team risk avoidance and prospecting. We discuss the theoretical and managerial implications of our findings. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Sustainability and impact of the implementation of a frailty checklist for the acute medical unit: experience from a tertiary public hospital in Singapore

BackgroundAccelerated population ageing is associated with an increasing prevalence of frailty. International guidelines call for systematic assessment and timely interventions for older persons requiring acute care. Checklists have been applied...

Embodied, Intelligent Communication for Multi-Agent Cooperation

High-performing human teams leverage intelligent and efficient communication and coordination strategies to collaboratively maximize their joint utility. Inspired by teaming behaviors among humans, I seek to develop computational methods for synthesizing intelligent communication and coordination strategies for collaborative multi-robot systems. I leverage both classical model-based control and planning approaches as well as data-driven methods such as Multi-Agent Reinforcement Learning (MARL) to provide several contributions towards enabling emergent cooperative teaming behavior across both homogeneous and heterogeneous (including agents with different capabilities) robot teams.

The effective measurement of shared leadership: a multi-scale comparison

PurposeDue to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team behaviours should be encouraged and which measures should be included in research to enhance team effectiveness outcomes. To address this issue, this research tests 11 shared leadership scales to identify which measures and behaviours exhibit the strongest relationship with team effectiveness.Design/methodology/approachThis research utilises survey methods (n = 328) to test the measurement of shared leadership using 11 previously validated scales. This novel approach uses structural equation modelling techniques (SEM) to compare and contrast multiple measures targeting a single underlying construct.FindingsAcross the 11 measures tested (drawn from three theoretical perspectives), no single scale demonstrated a superior ability to assess shared leadership (based on model-fit and effect size exhibited). Nevertheless, the results indicated that measures assessing shared transformational leadership were most highly related to team effectiveness; whilst the shared leadership density measure (using social network techniques) exhibited the weakest relationship.Research limitations/implicationsLimitations of this research include the use of a student sample (although participants were screened based on their current employment in a team environment), and the individual assessment of shared leadership rather than team assessment. These findings indicate that shared transformational leadership behaviours are highly related to perceptions of team effectiveness. It is recommended future research define and delineate between constructs of interest, including general forms shared leadership (i.e. shared leadership broadly defined) and more specific forms of shared leadership (e.g. shared transformational leadership [narrowly defined]).Practical implicationsIt is recommended that interventions and/or training designed to enhance team shared leadership outcomes should specifically target shared transformational leadership behaviours; especially when aiming to increase beneficial team outcomes such as effectiveness or potency.Originality/valueThis research is novel in both advancing our understanding of the shared leadership behaviours needed to enhance team effectiveness; and in methodological approaches comparing and contrasting multiple measures of a single latent construct.

ROLE OF ORGANIZATIONAL CULTURE IN INTERNATIONAL BUSINESS RELATIONS

A company's culture is an integral aspect of this process since it influences the behaviour and performance of individuals and teams within the organization. Due to the challenges inherent in multi-cultural communication, the role of an organization's culture takes on added relevance in the context of global trade. This study looks at the ways in which cultural differences impact the ways in which businesses engage with one another across national boundaries, specifically focusing on the impact that these differences have on communication, negotiation, and dispute resolution. In order to identify the most important aspects of organisational culture, a thorough literature analysis was conducted to examine the available research on the link between organisational culture and international business interactions. This review was also conducted to look at the prior studies done on the subject which indicates that the cultural differences can lead to communication difficulties, misunderstandings, and even confrontations in international business relationships, and that organisational culture affects the actions and decisions of businessmen, domestically and globally. In addition, the essay concludes with several suggestions for further research and some practical implications for world trade relations.

LET ME FINISH MY THOUGHT: PROCESS INTERVENTIONS TO CHANGE TEAM BEHAVIOR DURING REMOTE DESIGN COLLABORATION

AbstractThis research investigates changes in team behavior and communication through interruptions and gestures, due to design process strategies in pre-formed remote teams for conceptual design tasks. Understanding creative remote team behavior is important due to the increase of remote communication in knowledge work. Teams were given a creative or analytical condition intervention to facilitate their conceptual design team process. The research contributes to the human-computing interaction literature by characterizing changes in distributed team behavior due to process method interventions. The creative condition exhibited a decrease in interruptions. The analytical condition exhibited a decrease in gestures and an increase in problem characterization at the cost of ideation discussion. Remote team members can better gauge which meetings or work tasks are best to be done in person or remotely by gauging not just the task but also the team behavior.

Cooperative networks in team invasion games: A systematic mapping review

Team invasion games are sports in which individual team members interact and exchange information to coordinate their behaviours and actions in pursuit of the common goal of winning matches. Researchers have used social network analysis to quantify the cooperative behaviours of sports teams (cooperative network analysis), yet this research exists across an array of disciplines and uses various methods. Therefore, accessibility for practitioners and researchers interested in using it to quantify team cooperation in team invasion games may be limited. This systematic mapping review aimed to identify, report and discuss research in this emerging research area. Articles were systematically searched in electronic databases and reference list scans resulting in 112 papers included. Football was the most studied sport ( n = 91), and passing was the most observed interaction between players within a sports team ( n = 107). This review further revealed a lack of consistency in reporting between the included studies with respect to nomenclature and network measures. A comprehensive map of the current literature on the use of cooperative network analysis in team invasion games is provided which can be used by practitioners and researchers tasked with or interested in analysing team performance.

Does It MultiMatch? What Scanpath Comparison Tells us About Task Performance in Teams

Teamwork and collaboration form the cornerstones of organizational performance and success. It is important to understand how the attention allocation of team members is linked to performance. One approach to studying attention allocation in a team context is to compare the scanpath similarity of two people working in teams and to explore the link between scanpath similarity and team performance. In this study, participants were recruited to work in pairs on an unmanned aerial vehicle (UAV) task that included low and high workload conditions. An eye tracker was used to collect the eye movements of both participants in each team. The scanpaths of two teammates were compared in low and high workload conditions using MultiMatch, an established scanpath comparison algorithm. The obtained scanpath similarity values were correlated with performance measures of response time and accuracy. Several MultiMatch measures showed significant strong correlations across multiple dimensions, providing insight into team behavior and attention allocation. The results suggested that the more similar each team member’s scanpath is, the better their performance. Additional research and consideration of experimental variables will be necessary to further understand how best to use MultiMatch for scanpath similarity assessment in complex domains.

Influence of Sustaining Effective Organizational Culture on Organizational Performance of Pharmaceutical Companies in Kenya

Organizational performance has been a challenge in the pharmaceutical industry in Kenya, with firms recording low returns over the past recent years. The study sought to establish to what extent organizational culture influenced the organizational performance of pharmaceutical companies in Kenya. Organizational culture was operationalized through 3 variables; Innovation, Risk-taking and proactiveness; while organization performance was operationalized through 3 variables; profitability, customer perspective and growth &amp; learning. The study adopted a positivist philosophy approach and a descriptive correlational research design. Structured questionnaires were used to collect data from senior managers in Kenya’s pharmaceutical companies. Of 390 shared across the pharmaceutical companies in Kenya, 320 completed questionnaires were returned. The study hypothesis was tested using inferential tests: ordinal logistic regression and parameter estimates. The study findings established that organizational culture explained 6.3% variations in organizational performance (Nagerlkerke, Pseudo R2 = .063), while parameter estimates indicated that organizational culture significantly predicted organizational performance, β =.211, p ≤ .05), and consequently rejecting the null hypothesis that organizational culture does not significantly influence organizational performance. The study, therefore, recommends that a regular culture audit be undertaken to identify the measures that should be taken to ensure a culture of innovation, risk-taking and autonomy is sustained. Additionally, the study recommends that leadership embrace supportive team norms, organisational values, and behaviours that support the growth of organizational performance.

Towards understanding the influence of personality and team behaviors on requirements engineering activities

&lt;span lang="EN-US"&gt;Requirements engineers play an important role in the development of software products and services. The nature of requirements engineering (RE) is multifaceted and influences the quality, success, or failure of software products. In gathering software requirements, engineers commonly work in a team, particularly when dealing with the customers or modeling the requirements, hence the team behavior may influence the RE activities. The investigation of requirements engineers’ personality and their team behavior associated with RE activities is still an open area in which research is still developing. This study aims to investigate the personality and team behavior of requirements engineers involved in RE activities using a systematic literature review approach. We included 64 primary studies that addressed the association between personality and team behavior of requirements engineers on the effectiveness of RE activities. The result shows that among personality dimensions, extraversion and conscientiousness were found to be the predominant personality traits that positively affect RE activities. Furthermore, team behavior of requirements engineers such as flexibility, collaboration, creativity, innovation, and norms were discovered as factors that influence the RE process, performance, and success. The findings of this study contribute to the body of knowledge and practice of RE by providing empirical evidence on the influence of requirements engineers’ personality and team behavior on the effectiveness of RE activities.&lt;/span&gt;

Dynamical biomarkers in teams and other multiagent systems.

Effective team behavior in high-performance environments such as in sport and the military requires individual team members to efficiently perceive the unfolding task events, predict the actions and action intents of the other team members, and plan and execute their own actions to simultaneously accomplish individual and collective goals. To enhance team performance through effective cooperation, it is crucial to measure the situation awareness and dynamics of each team member and how they collectively impact the team's functioning. Further, to be practically useful for real-life settings, such measures must be easily obtainable from existing sensors. This paper presents several methodologies that can be used on positional and movement acceleration data of team members to quantify and/or predict team performance, assess situation awareness, and to help identify task-relevant information to support individual decision-making. Given the limited reporting of these methods within military cohorts, these methodologies are described using examples from team sports and teams training in virtual environments, with discussion as to how they can be applied to real-world military teams.

The effect of Chinese-specific environmentally responsible leadership on the adoption of green innovation strategy

To examine how clean energy technology companies, achieve sustainable clean energy development, the present study proposes a new model that uses the upper echelons theory to describe how Chinese-specific environmentally responsible leadership (CERL) of chief executive officers (CEOs) influences a company's adoption of green innovation strategy (GIS) via the intermediary role of the environmental organizational citizenship behavior (EOCB) of top management teams (TMTs). The multilevel curve model is used to analyze a survey of 50 CEOs and 150 TMT members collected three times in 6 months, and the results of the analysis support all the hypotheses. The results have three important contributions to the energy and environment field. First, the present study is the first to propose CERL, and CERL can not only promote the development of environmental leadership in the Chinese environment but also achieve the goal of sustainable clean energy operations. Second, the present study employs a specific model to demonstrate how TMTs’ EOCB can transform companies’ strategic formulations into GIS through the CERL of CEOs. Finally, the present study addresses the cultural gap through CERL, so it makes a significant contribution to the energy and environment field from a cultural dimension.

Efektivitas Modul Modifikasi Penyusunan Strategi Komunikasi Perubahan Perilaku Terhadap Perilaku Tim Konvergensi Stunting Di Kabupaten Kampar Tahun 2022

The importance of behavior change communication, as shown in Pillar 2 (two) of the National Behavior Change Strategy, has been mentioned in many Government policies. Pillar 2 aims to increase public knowledge and awareness so as to trigger the implementation of positive behaviors to prevent stunting in the 1000 HPK period. The stunting convergence team of Kampar Regency has not succeeded in documenting the KPP strategy, one of which is because the KPP has not been understood so well that it is considered not to have discussed priorities. One alternative to increase capacity is to provide a modification module for the KPP strategy, it is necessary to conduct a study aimed at whether the provision of a modified module for the formulation of the KPP strategy is effective in improving the behavior of the stunting convergence team. The treatment hypothesis in this study is that the provision of a modification module for the formulation of the KPP strategy is effective in increasing the behavior of the stunting convergence team. This type of research is a Quasi Experimental Nonequivalent Control Group Design with a sample of 30 respondents (15 treatments and 15 controls) members of the stunting convergence team. Data collection techniques with pre and post. Data analysis was carried out by normality test, homogeneity test, independent t test and Normalize Gene test (N-Gain score) if there was a significant difference in the posttest value of the treatment with the control group, data presentation, and drawing conclusions. From the results of the study, the authors conclude that: there is a significant difference in the data before and after the level of knowledge from 13 respondents (43.3%) to the category of high knowledge 10 (33.3%), negative attitude changes are 14 respondents (46). ,7%) to the category of positive attitude which is 12 (40%) and the category of negative behavior is 13 (43.3%) to the category of positive attitude which is 10 (33.3%). The provision of a modified module for the formulation of an effective KPP strategy in increasing the knowledge of the stunting convergence team with the value of Sig. 0.045 and OR 0.022, presenting a modification module for the formulation of an effective KPP strategy in changing the attitude of the stunting convergence team with a Sig value. 0.022 and OR 0.063, presenting a modified module for KPP strategy formulation that is not effective in changing the behavior/actions of the stunting convergence team with a Sig value. 0.135 and OR 3.250. Modification module for the preparation of the KPP strategy can be an alternative in increasing knowledge, attitudes, but it is necessary to provide regular assistance and measurement to respondents so that changes in behavior can be seen more clearly. The limitations of the study in terms of time due to changes in behavior required measurements, longer observations and a larger number of samples to be able to see optimal results.

Performance of architectural teams: The role of team learning, reflexivity, boundary crossing and error communication

This paper examines the role of team learning behaviours in the performance of architecture teams. This is significant to architects because most architects work in project teams. Although there is a growing body of research on the behaviours of design teams, this survey is one of the first studies conducted specifically on the learning behaviours of architects working in teams. We conducted a survey with 105 architecture firms in Victoria, Australia to collect perceptions of team learning behaviour and team performance, then interviewed nine architects to explore their team learning practices. Results from the survey demonstrated that team reflexivity, error communication and boundary crossing behaviours were positively associated with team effectiveness and employee satisfaction.

Design Efficacy and Exploration Behavior of Student Architect-Engineer Design Teams in Shared Parametric Environments

Increasingly, architects and building engineers use parametric modeling programs to explore design solutions as professionals and as students. However, little is known about their combined efficacy and exploration in these tools when working in mixed design teams. While disciplinarily diverse teams of designers have been shown to develop more creative design solutions, this occurs primarily when there is a conducive environment and a shared understanding of design goals. Because architects and engineers are traditionally taught to use different tools and processes to address their professional goals, indicators of students’ combined efficacy in parametric tools are unclear. In response, this research uses a conceptual design experiment to study aspects of design efficacy and the exploration behavior of student architect-architect, engineer-engineer, and architect-engineer pairs within a live parametric modeling tool. The dimensions of their collaborative exploration within the tool were recorded, and their success at achieving the desired criteria was rated by professionals. Noticeable performance differences between team types were expected, including that the mixed design teams would better balance all goals and that the homogenous teams would better address their own disciplinary criteria. However, this was not the case when working in a shared, multidisciplinary digital environment, as the teams performed similarly despite having different member composition. We discuss several factors, such as the effect of digital design feedback and the still-developing student design process, which may have relationships with the design efficacy of the teams when using the study’s parametric modeling tool. Future research can further investigate the effect of mutually approachable working environments on design team performance.

Exploring Youth Sport Coaches’ Perspectives on the Use of Benching as a Behavioral Management Strategy

The practice of benching players or removing playing time is commonly used in sport. Although benching is used to adhere to game rules related to the number of athletes permitted on the field of play at any given time or to provide athletes with rest breaks, athletes have reportedly experienced benching in response to behavioral infractions such as not paying attention, not devoting sufficient effort, or failing to adhere to team rules. The purpose of this study therefore was to explore the use of benching as a behavioral management strategy from the perspectives of youth coaches. Semistructured interviews were conducted with 10 youth coaches (six men and four women) regarding their views of benching, reasons for use, and alternatives to the practice of benching. Data were analyzed using inductive thematic analysis. All coaches reported using benching to manage athlete and team behavior, address conduct detrimental to the team, and reinforce the coach’s position of power. The coaches interpreted benching as punishment or a learning tool depending on the provision of communication and feedback. Future work is needed to address the use of communication and the nature of this communication to ensure that benching practices are associated with learning and not punishment.