Project Team Performance Research Articles

Examining the interdependencies among emotional intelligence, trust, and performance in infrastructure projects: A multilevel study

Regardless of the calls for a distinction between individual and team levels of analysis, studies regarding the multiple-level analysis of emotional intelligence are lacking in the project management literature. This research aims to address this shortcoming by examining the relationships between emotional intelligence, trust, and performance through multilevel analysis. Data were derived from 408 participants from 89 project teams in the large scale projects through three different surveys. We used hierarchical linear modeling and we found that emotional intelligence relates positively to performance and to trust at different levels of analysis. We also found that, at the team level, trust does not mediate the relationship between emotional intelligence and project team performance. This research offers a more realistic and comprehensive picture of the management and recognition of emotional intelligence in teams and individuals concurrently and addresses the implications for project leaders of inspiring individuals and teams.

EVALUATING BARRIERS TO KNOWLEDGE SHARING AFFECTING NEW PRODUCT DEVELOPMENT TEAM PERFORMANCE

Manufacturing and service organisations have repeatedly stressed the importance of knowledge management and sharing as an integral part of their growth and business strategy. Unfortunately, knowledge sharing (KS) barriers or factors can have a negative influence on a new product development (NPD) project team performance can make it difficult for the organisation to achieve sustained superior performance. The purpose of this research is to identify and explore a set of important KS barriers that might negatively affect the performance of a NPD project team. Specifically, this research focussed on identifying and evaluating the barriers to development and to offer guidelines to decision makers to improve KS to foster effective processes. This research can be utilised by decision-makers to design and develop effective processes and mitigation strategies to ensure effective KS.

Leading project teams: The relative importance of temporal leadership and initiating structure

We assess the relative importance of two approaches to leader behavior in predicting project team performance. We compare an extended two- facet model of temporal leadership (temporal planning at project initiation and temporal reminders during project execution) to classic task-oriented leadership in the form of initiating structure delivered at the same two points in time. Results from 62 application development project teams surveyed across the life of a project showed that the two facets of temporal leadership together accounted for 88% of the predictable variance in final project performance, with temporal planning being the more important facet. Initiating structure accounted for small and non- significant amounts of the predictable variance. We conclude that temporal leadership is distinct from initiating structure, and is a more useful approach to leader behavior in the case of teams working on time-limited projects. We suggest implications for theory and for leadership training.

The relevance of being “on the same page” to succeed as a project team: A moderated mediation model

Taking a motivational approach, this study deepens the role of team members’ shared understanding of the work to be done in a project team setting. More specifically, the goal of this study is to test a second stage moderated mediation model in which the mediating role of team members’ proactive behavior in the relationship between perceived shared understanding and team performance is moderated by team adaptability. Based on a multisource and multimethod approach, data were collected from 111 teams of undergraduate and graduate students (521 participants) participating in a project management simulation. Results support the hypothesized moderated mediation model. Indeed, the results indicate that the relationship between perceived shared understanding and team performance is mediated by proactive behavior. The results also show that the relationship between proactive behavior and team performance is moderated by team adaptability. Overall, results reveal that the indirect effect of perceived shared understanding on team performance is moderated by team adaptability, such that this indirect effect is stronger when the level of team adaptability is high. In terms of practical implications, the study highlights the importance of fostering the perception of being “on the same page” in order to motivate members to be proactive and to enhance project team performance.

Global Project Management-Challenges and Barriers

The present research paper carries a lot of weight in current global business scenario. With globalization, the volatility in business and project management has been increased. Many internal and external factors have been affecting the successful execution of global projects of multinational companies. This present examine the responses of 50 managers of multinational companies from IT and Construction companies and evaluate the various factors within and outside of company that may affect the performance of global project team. T-test has been implemented as statistical technique in the research paper. The results indicate that Organizational Culture, Socio Economic Factors, Cross National Culture and Top Management Attitude influence the performance of global project team. The study will assist the decision makers in exploring and considering the factors that affect the performance of global projects while taking their final verdict. The findings of study will help the organizations in formulating strategies to tackle the expected challenges and barriers.

Leadership, regulatory focus and information systems development project team performance

One primary function of a leader is to motivate followers to achieve project goals. Based on regulatory focus theory, actors may strive to the optional situation (promotion focus) or try to avoid not meeting the minimum requirements (prevention focus). This paper focuses on exploring the effect of leadership styles (transformational and transactional) on the collective regulatory focus of project team (promotion and prevention) and investigate the relationship between regulatory focus and project teamwork outcome. Data collected from 154 IS professionals shows that intelligent stimulation, idealized influence, and inspiration components of transformational leadership lead to promotion focus, and exception management and error-focus components of transactional leadership lead to prevention focus. Promotion focus associates with a higher quality system and less delay. The relationship between regulatory focus and project performance is contingent on the level of uncertainty.

PROBLEMA ORGANISASI PROYEK PELAKSANA KONSTRUKSI BANGUNAN

The efforts to improve man power quality are the efforts that is done by contractor to improve its work quality. Improving the man power quality principally influences of internal and external factors. The objective of this study is to answer the internal factors that influences project team performance quality in organization structure of contractor project at building construction implementation and to determine the variables that are needed to improve contractor enterprise quality. This research used building construction project which have done in 2010 at Lhokseumawe city, collecting by disseminating Likert questionnaire. Respondents were chosen from contractor elements, those were project managers and field supervisors. This research used descriptive and inferential analysis. The results showed that the overlapping of job descriptions among division in project organization project, the ability to put workers in project, the ability of adaptation in any changes, the tools and machines condition that are used, and the time realization that appropriates to project schedule that is done, are the dominant sub aspects influenced project performance optimization. The influence of organization aspect, workers aspect, physical environment aspect, tools and technology that are used in project aspect, and team performance quality in contractor project organization aspect towards project performance optimization aspect was 69,6%.Keywords: project performance optimization, team performance quality

Design Thinking and the Development of Transactive Memory Systems in Software Innovation Teams

The development of a transactive memory system has been considered a central element of project team performance. Such has to take place in an early and fluid phase of innovation, which is associat...

PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM

The necessity of finding the connection between the planning, decision making, actions and results create project management interest to an evaluation of the project team performance. By analyzing the team performance, determining successful projects and assessing results, members of such project will have the necessary information to avoid failures, to monitor the progress, to compare similar projects and move to defined goals. 
 The objective of this paper is to provide guidelines for evaluation of the project team performance in the software development project. This paper summarizes measures for evaluation of the team performance, an evaluation objectives and it benefits as well as factors that may have an influence on the team performance. Demonstration example of the guideline usage has been provided.

The Relationships Among Environmental Turbulence and Socio-Technical Risk Factors Affecting Project Risks and Performance in NPD Project Teams

This study proposes a research framework to empirically examine the relationships among environmental turbulence, socio-technical risk factors, project risk, and project performance for a New Product Development (NPD) project team in the telecommunications industry. In addition, the moderating effect of communication on the relationship between project risk and project performance is also analyzed. The samples were collected from NPD team projects in 17 of Taiwan's telecommunication public firms. Our results indicate a positive relationship between: (1) environmental turbulence and social-related risks, (2) social-related risks and technical-related risks, (3) socio-technical related risks and project risks, and (4) a strong negative relationship between project risks and project performance. Meanwhile, although statistically insignificant, the moderating effect of communication could weaken the relationship between project risk and project performance.

Unpacking Cohort Social Ties: The Appropriateness of Perceived Social Capital to Graduate Early Career Performance in Construction Project Teams

ABSTRACTConstruction project teams require social capital. When present in appropriate forms, it creates the social cohesion through which individuals accept project goals as their own. It lets team members share knowledge when present and reveal when it is missing. In education, social learning helps students appreciate the need for social capital appropriate to team performance. In practice, social capital enables the project team learning that overcomes project-specific challenges. Despite this importance, little is known about how students perceive social capital or the compatibility of that understanding with construction project needs.To characterise this aspect of ‘graduateness,’ collective understanding of social capital was elicited from construction students in a Scottish university by free recall. Analysis was structured around four dimensions of social capital: cohesion, legitimacy & authenticity, sharing, and safety. Notions of friendship were found to dominate student understanding of their social capital even though this understanding derived from settings where the need for capital to support team performance is emphasized. The potential for misalignment between the capital that graduating students bring into practice with that required by project teams was apparent. The case for further investigation of this influence on early career development was established.

융복합 시대 모바일 커뮤니케이션 서비스 유용성이 팀 과제 성과에 미치는 영향

융복합 시대 모바일 커뮤니케이션 서비스 유용성이 팀 과제 성과에 미치는 영향

The centrality of communication norm alignment, role clarity, and trust in global project teams

Research has confirmed the criticality of communication norms, role clarity and trust to the workings of global virtual teams. However, the relationship among these three variables remains unclear. In this study, based on findings from a survey of 218 global project workers representing 33 distinct project teams, we demonstrate the significance of role clarity and trust to individuals' project satisfaction and role clarity to individuals' project performance. We further uncover how global project team (GPT) members' satisfaction and/or performance are affected by where the GPT members are located and whether GPT members are co-located with their project manager. These findings are complemented by 18 in-person interviews with GPT members, which show how one must simultaneously establish and maintain role clarity for oneself while consistently negotiating role clarity with others also participating on global project teams. We conclude this study by outlining an emerging model for creating and sustaining GPTs that benefits both researchers and practitioners.

A conceptual model to improve performance in virtual teams

Background: The vast improvement in communication technologies and sophisticated project management tools, methods and techniques has allowed geographically and culturally diverse groups to operate and function in a virtual environment. To succeed in this virtual environment where time and space are becoming increasingly irrelevant, organisations must define new ways of implementing initiatives. This virtual environment phenomenon has brought about the formation of virtual project teams that allow organisations to harness the skills and knowhow of the best resources, irrespective of their location.Objectives: The aim of this article was to investigate performance criteria and develop a conceptual model which can be applied to enhance the success of virtual project teams. There are no clear guidelines of the performance criteria in managing virtual project teams.Method: A qualitative research methodology was used in this article. The purpose of content analysis was to explore the literature to understand the concept of performance in virtual project teams and to summarise the findings of the literature reviewed.Results: The research identified a set of performance criteria for the virtual project teams as follows: leadership, trust, communication, team cooperation, reliability, motivation, comfort and social interaction. These were used to conceptualise the model.Conclusion: The conceptual model can be used in a holistic way to determine the overall performance of the virtual project team, but each factor can be analysed individually to determine the impact on the overall performance. The knowledge of performance criteria for virtual project teams could aid project managers in enhancing the success of these teams and taking a different approach to better manage and coordinate them.

Improving IS development teams' performance during requirement analysis in project—The perspectives from shared mental model and emotional intelligence

Numerous studies have investigated factors affecting the project requirement analysis of information system development (ISD) teams from the view of technology, but our research focused on how developers' behaviors affected project team members' requirements analysis work from the emotional intelligence (EI) and shared mental model (SMM) perspectives. Specifically, we separated SMM into task-related SMM and member-related SMM to examine their impacts on ISD teams' performances during requirement analysis phase. Then we chose four scales of EI to research the relationships between them and SMMs. Using the approach of structural equation model, the results indicated that two aspects of SMM both have significant and positive impact on team performance, and EI could be the antecedents of SMM. The results indicate that SMM could enhance the influences of EI on project team performance, so the choice of individual team members and the team building are both significant to ISD teams for better performance in project requirement analysis.

Comparing Communication Style within Project Teams of three Project-oriented Organizations in Iran

If we consider project as a temporary organization, based on the Organizational theory we can also consider it as a human community. In this regard and with attention to major sociologists’ confirmation, communication plays very important role in any human community and with the same importance in projects with multicultural context. In this framework and using descriptive-analytical method, this research tries to analyze and compare communication style in two project teams from any three selected project-oriented organizations in Iran. Thus after some interviews, in order to determine team members’ communication styles a questionnaire was designed and distributed between two project team members that one of them had been known as high performance team and another as a low performance from CEO point of view, based on performance indexes that previously generated by corporates. Then achieved data analyzed by Excel and SPSS. The main result indicates that probably there is a correlation between communication style arrangement of team members and project team performance. Teams that had been formed by all kind of communication style peoples, with suitable arrangement commonly had better performance than other teams that had been formed by same communication style peoples. In another word in first kind of teams, team member complete each other and create better communication network than second one. However this result needs more empirical and theoretical study. It is believed that this study can prepare context for future research in order to improve communication among project teams to obtain high performance.

The impact of commitment and climate strength on the relationship between trust and performance in cross-functional project teams

PurposeThe purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust).Design/methodology/approachTo test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams.FindingsResults indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important.Research limitations/implicationsCross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted.Practical implicationsThe results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance.Originality/valueThis study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.

The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams

Organizations are built around teams as a way to better manage complex work, such as technological projects. However, complex teamwork presents challenges that can often generate positive and negative emotions, as well as demand efforts to generate new knowledge. We examine whether and how the capacity of technological product development teams to constructively express negative emotions facilitates knowledge creation capabilities and thereby enhances project outcomes. Results indicate that with greater capacity for constructively expressing negative emotions, teams enhance their capability to access crucial knowledge and exchange and integrate that knowledge in ways that enhance both project performance outcomes and project budget adherence. In so doing, we hope to open up new avenues for research on how expressing negative emotions in project teams can help in building knowledge creation capabilities and drive multiple performance outcomes.

Rethinking Trust in Construction Contract Formation: Dispute Resolution Method Selection

AbstractLow trust negatively affects the efficiency, schedule performance, and administrative cost functions of construction project team. However, trust is seldom taken into consideration during contract formation; in particular, in the dispute resolution method (DRM) clauses. The objective of this paper is to investigate how trust influences contract terms and conditions related to the DRM clauses. Data from 27 construction projects were collected and 11 DRM experts participated in the study. The results show that although experts recommend the choice of DRMs based on the trust level between parties, the DRM actually used on construction projects is not affected by the trust level between partners. Negotiation was the most recommended DRM for high-trust projects, but was the least used DRM in practice on such projects. The conclusion of this research is an incremental step to rethink social factors that are overlooked in construction management and that proved influential on how contracts are drafted.

Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

This study explores whether the negative impact of “groupthink concurrence‐seeking behavior” (GTB) on business process reengineering (BPR) projects is affected by group members personal traits and interpersonal ties within the group. To this purpose we conduct and present the results of a longitudinal controlled field experiment over 18 BPR projects lasting 3 months and involving 18 teams comprising 71 first‐year MBA students. The main contribution of this study is twofold. First, we explicitly consider and measure the core construct of groupthink phenomenon: that is, GTB. Existing organizational behavior literature has, contrarily, considered only its causes, symptoms, and outcomes. Second, we show evidence that GTB does have a negative impact on group performance in BPR project settings. In this regards, results also indicate that while perceived control, conscientiousness and interpersonal evaluation mitigate the negative impact of GTB on group project performance, confidence, and previous relationships amplify this negative impact, even if they have a direct positive effect on performance. Thanks to the findings of this study, we are able to provide valuable suggestions to managers in charge of BPR projects for ensuring effective performance of project teams and controlling for potential obstacles due to GTB.