Selection Of Team Members Research Articles

Adapting the U.S. Air Force's combat rescue management practices could improve organizational responses to challenges posed by the COVID-19 pandemic

In this article, we argue that U.S. Air Force Special Operations Command (AFSOC) pararescue teams offer a model of best practices that could be adapted by leaders of other organizations during the COVID-19 crisis. AFSOC teams recover and provide medical treatment to personnel in unpredictable and dangerous environments. Our research suggests that the ability of AFSOC teams to operate effectively in situations of uncertainty, complexity, and urgency depends on several critical factors: an operational tempo that includes time for reflection; effective assessment, selection, and training of team members; risk assessment and ongoing revision of the planning process; and fluid leadership with a chief executive who maintains ultimate accountability. These same management practices could be adapted by organizational leaders to help them respond more effectively to the challenges posed by the constantly changing COVID-19 pandemic.

A grounded theory for the performance of temporary disaster response teams

PurposeThe purpose of this study is to identify and determine the most prevalent factors influencing the performance of temporary disaster response teams.Design/methodology/approachAfter a literature review on team performance and temporary organizations, this study uses the grounded theory approach, based on 13 years of United Nations Disaster Assessment and Coordination mission data.FindingsGeneric individual skills and a heterogeneous team composition are key. Speed of deployment trumps thoroughness of preparation. Partner organizations should contribute supporting capacities. Necessary leadership skills are simple rather than arcane. Uncontrollable factors must be accepted. Creativity plays only a small role.Practical implicationsPrioritize transferable competencies when selecting team members. Compose teams with regional, but not global, diversity. Reduce team leader training to basic leadership skills.Originality/valueThe intersection between temporary organizations and the performance of multinational disaster response teams is unexplored. Research aimed at increasing disaster response performance can contribute to human lives saved and advance general management and organization studies.

Successful Project Consulting

Successful project consulting is both an art and a science, combining project planning and project management, communicating the vision of the work while tending to details, and satisfying the needs of executive stakeholders as well as those impacted by the change. Successful project consulting requires that pitfalls are avoided. A consensus and categorized list of seven common pitfalls experienced by consultants identifies scope creep, failure to identify stakeholders, misaligned expectations, miscommunications, lack of ownership, and changing priorities. While pitfalls can happen at each phase of a consulting project, these pitfalls may be avoided through purposeful communication, cooperation, supportive stakeholders, alignment with business objectives, a well-defined and approved project scope, and well-established processes for implementation. Typically, the five phases of a consulting project include 1) relationship building in the initial client meeting, 2) developing a conceptual agreement, 3) creating a scope of work document, 4) implementing the project work, and 5) identifying the completed results and next steps. During the first phase, the consultant and the client must identify the key stakeholders and a plan to build an ongoing communications pathway with the stakeholders. Before implementing the project, the consultant must develop the conceptual agreement and create a scope of work document. The conceptual agreement allows for planning the objectives and measures of success. The scope of work clarifies expectations including the selection of project team members, ensuring that skillsets match the project scope and the organization continues to be developed with a culture that remembers how to avoid common pitfalls.

4079 Lessons learned from implementing Quality Improvement (QI) in academic clinical research setting

OBJECTIVES/GOALS: We describe here the implementation of a pilot Quality Improvement (QI) program in clinical research processes in order to facilitate translation from bench to community. This presentation will also discuss challenges encountered by the research teams during the implementation of QI activities. METHODS/STUDY POPULATION: Miami CTSI collaborated with University of Kansas’ CTSA to test the implementation of a QI program for clinical research processes. The program has a duration of 1 year and consists of multi-modal training and coaching sessions with different research teams. Six teams comprising of Principal investigators, clinical coordinators, and regulatory specialists participated in the program based in applied clinical microsystem theory science. Team coaches and teams worked together to assess current processes, test new and improved processes, and standardize and disseminate applicable best practices of the QI program. RESULTS/ANTICIPATED RESULTS: The implementation of QI activities in large clinical research settings poses numerous challenges for the research team. We will present survey results from the coaching sessions and follow on feedback from the different teams involved in the program to implement the QI activities. We will describe the modifications and adjustments made to the original conceptual framework of QI program in order for it to be applicable and feasible for the settings of the University of Miami. We will provide recommendations for other academic clinical research centers that are considering implementing a QI program. DISCUSSION/SIGNIFICANCE OF IMPACT: The successful adaptation of a QI process to implement in academic clinical research settings relies on early engagement of the institution leadership, careful selection of team members, as well as developing communication skills to enhance team dynamics as a clinical research unit.

Design of Programmer’s Skill Evaluation Metrics for Effective Team Selection

Software projects are now developed in critical environments with hard restrictions and contesting limitations. For developing a product under deadline, cost, and quality constraints, extraordinary efforts are required. The team selection is the part of software planning to avoid the time, cost, and maintenance overheads. This paper has provided five metrics to measure the aspects of the programmer’s capabilities. The metrics are provided to measure the technical capability, experience, bug resistivity, coding capability, and learning interests of programmers. Each measure of programmer capability is based on multiple sub-features. These features and sub-features are evaluated based on the rating collected from the programmer, group members, and the team leader. Each team member submits his view to rate the programmer’s adaptation to specific features. The rating of each co-programmer is evaluated under the light of precise distinctive weight. The weights are assigned based on the feature and its dependency and knowledge of the team members. The evaluated feature weights are finally applied under high-level capability metrics to measure the programmer’s strength for that feature. After generating the individual capability measure, the aggregate operators are applied to conclude the capability of the programmer. At the final stage, the rule-based decision criteria are defined to distinguish the expert, skilled, and low-performance programmers. The experimental data are collected by conducting a survey on five teams of programmers with overall 30 programmers. The proposed metrics adaptive model can improve the decision criteria for the selection of team members for specific projects.

The problem of fear in TQM – causes, consequences and reduction methods – a literature review

PurposeThe primary objective of the paper is to present the role and meaning of fear in organizations implementing TQM. The author's intention is to identify the causes of fear in the TQM components as well as the main types of fear, their causes, consequences and methods of reduction.Design/methodology/approachThe main research method applied is a systematic review of the literature on the subject. The applied systematic review procedure takes into consideration the indicated research objective, the selection of the basic literature and publications, the presentation of the publication database and content analysis. The author also makes use of his own observations ensuing from his acting in the capacity of a TQM consultant and a juror of the Polish Quality Award.FindingsThe paper presents the causes of fear in the TQM components, the main types of fear and its consequences. The limited possibilities of eliminating fear are also indicated. Fear appears when, for various reasons, TQM is improperly implemented and maintained, but also when resources are allocated incorrectly (e.g. a wrong selection of quality team members), and it is included in social processes (e.g. in the quality team forming process). It appears when only structural empowerment rather than mental empowerment is applied, when there exist contradictory expectations with regard to empowerment, in case of excessive and/or “have to” commitment in particular employees, and when too much emphasis is placed on commitment.Research limitations/implicationsThe reflections included in the paper may become useful for quality management practitioners, as such knowledge allows them to avoid mistakes which are the cause of fear, that is an emotion making quality improvement difficult. The paper does not present the manifestations and sources of fear in all TQM components, and they are certainly included in a broadly understood quality culture. Nevertheless, the gathered and arranged knowledge can be the source of further research.Originality/valueBeing the result of the studies of the literature on the subject, this paper is one of few publications discussing in a detailed manner one of the principles of effective quality management formulated by E. Deming, namely “driving fear out”.

Intuitionistic Fuzzy Decision Making Towards Efficient Team Selection in Global Software Development

For successful completion of any software project, an efficient team is needed. This task becomes more challenging when the project is to be completed under global software development umbrella. The manual selection of team members based on some expert judgment may lead to inappropriate selection. In reality, there are hundreds of employees in an organization and a single expert may be biased towards any member. Thus, there is a need to adopt methods which consider multiple selection criteria with multiple expert views for making appropriate selection. This article uses an intuitionistic fuzzy approach to handle uncertainty in the expert's decision in multicriteria group decision making process and ranking among the finite team members. An intuitionistic fuzzy Muirhead Mean (IFMM) is used to aggregate the intuitionistic criteria's. To gain confidence between criteria and expert score relationship, the Annova test is performed. The results are promising with p value as small as 0.02 and one-tail t-test score equals to 0.0000002.

Enhancement of the efficiency of activities of development companies, considering the application of conceptual approaches to the realization of projects for cottage construction

The article discusses the dominant conceptual approaches of real estate companies to the implementation of cottage construction projects. Listed are the goals that can be guided by a real estate company when launching a cottage development project. The sequence of actions and options for attracting investments are determined in accordance with the conceptual approach chosen by the development company for the implementation of the cottage construction project.It is determined that the main factors of efficiency and success of the cottage is its location, price and construction concept. Developers are trying to create cottage towns of different shapes and formats using different conceptual approaches to this process, as cottage towns have many advantages over unorganized construction: it is to create an environment where you can feel unsafe and comfortable, but at the same time among people in your circle; this is the presence of a general plan of construction and a common architectural concept; this is a living and leisure infrastructure that allows you to get the most comfort without leaving the town limits. The article discusses the dominant conceptual approaches of developers to the implementation of cottage construction projects. The goals that the developer company is launching when launching a cottage farm project are identified, and features that will affect the selection of project team members, market research, marketing, design, construction, financing, accounting, property management. Features of development in the implementation of different conceptual approaches to the construction of cottage villages related to the choice of the target segment, marketing, choice of design and architectural solutions, financing structure of the object, management of the finished object, legal registration of ownership rights.

Understanding leadership roles and competencies for public-private partnership

Purpose The purpose of this study is to explore the roles of public–private partnership (PPP) leaders and the vital skills and competencies that PPP leaders should possess to ensure the success of PPP projects in Malaysia. Design/methodology/approach This study adopted an exploratory qualitative research design using an in-depth interview technique. Ten informants who were involved in the PPP projects from the public and the private sectors participated in this study. Data gathered from the in-depth interview were analysed using the constant comparative method. Findings The findings of this study show that among the main roles of PPP leaders are building a collaborative culture, leading and influencing the partnership process by developing trust and encouraging commitment and fairness. Key competencies were sensitivity of the cross-cultural issues between the public and the private sector, communication and PPP technical skills. Practical implications This paper outlines key competencies for the training and selection of PPP leaders and team members. Originality/value This paper enriches the existing body of knowledge on Malaysia’s PPP with regard to PPP leadership roles and their competencies.

An ontology-driven framework to support the dynamic formation of an interdisciplinary healthcare team

Background and purposeTeamwork has become a modus operandi in healthcare and delivery of patient care by an interdisciplinary healthcare team (IHT) is now a prevailing modality of care. We argue that a formal and automated support framework is needed for an IHT to properly leverage information technology resources. Such a framework should allow for patient preferences and expand a representation of a clinical workflow with a formal model of dynamic formation of a team, especially with regards to team leader- and membership, and the assignment of tasks to team members. Our goal was to develop such a support framework, present its prototype software implementation and verify the implementation using a proof-of-concept use case. Specifically, we focused on clinical workflows for in-patient tertiary care and on patient preferences with regards to selecting team members and team leaders. Materials and methodsDrawing on the research on clinical teamwork we defined the conceptual foundations for the proposed framework. Then, we designed its architecture and used ontology-driven design and first-order logic with associated reasoning methods to create and operationalize architectural elements. Finally, we incorporated existing solutions for business workflow modeling and execution as a backend for implementing the proposed framework. ResultsWe developed a Team and Workflow Management Framework (TWMF) with semantic components that allow for formalizing and operationalizing team formation in in-patient tertiary care setting and support provider-related patient preferences. We also created a prototype software implementation of TWMF using the IBM Business Process Manager platform. This implementation was evaluated in several simulated patient scenarios. ConclusionsTWMF integrates existing workflow technologies and extends them with the capabilities to support dynamic formation of an IHT. Results of this research can be used to support real-time execution of clinical workflows, or to simulate their execution in order to assess the impact of various conditions (e.g., patterns of work shifts, staffing) on IHT operations.

Measuring Critical Success Factors for Six Sigma in Higher Education Institutions: Development and Validation of a Surveying Instrument

Critical success factors are key elements that enable the success of projects. This research work proposes the design and validation of an instrument to evaluate the implementation of six sigma critical success factors during improvement projects in higher education institutions. Eleven critical success factors were selected from the literature on the six sigma methodology, including managerial participation and commitment, six sigma linkage with the institutional strategy, six sigma linkage with suppliers, communication, and team member selection, among others. The instrument was validated among Mexican higher education institutions, from which 743 surveys were collected. Namely, the instrument was administered to experienced improvement project developers. Then, the collected data were analyzed, first by means of an exploratory factor analysis, and later with a confirmatory factor analysis using software program SPSS Amos R. Our results demonstrate that the proposed instrument is statistically valid, so it can be used by higher education institutions to evaluate how Six Sigma critical success factors are handled during improvement projects development. Similarly, the survey can help universities detect areas of opportunity when adopting the six sigma methodology and fit models to evaluate how critical success factors interact among them to achieve the expected results of improvement projects.

Adapting the U.S. Air Force’s combat rescue management practices could improve organizational responses to challenges posed by the COVID-19 pandemic

In this article, we argue that U.S. Air Force Special Operations Command (AFSOC) pararescue teams offer a model of best practices that could be adapted by leaders of other organizations during the COVID-19 crisis. AFSOC teams recover and provide medical treatment to personnel in unpredictable and dangerous environments. Our research suggests that the ability of AFSOC teams to operate effectively in situations of uncertainty, complexity, and urgency depends on several critical factors: an operational tempo that includes time for reflection;effective assessment, selection, and training of team members;risk assessment and ongoing revision of the planning process;and fluid leadership with a chief executive who maintains ultimate accountability. These same management practices could be adapted by organizational leaders to help them respond more effectively to the challenges posed by the constantly changing COVID-19 pandemic. © 2020, Brookings Institution Press. All rights reserved.

A study of motivation and team member selection in online games

PurposeThe purpose of this paper is to investigate impact of playing motivation on team member selection (TMS) in online games specifically related to Massively Multiplayer Online Role-playing Game environment.Design/methodology/approachA self-administered questionnaire was developed and administered to an online sample of 9,335 CR3 players.FindingsThe findings of this research indicated that social and immersion motivations have a significant effect on TMS. Additionally, it was discovered that achievement motivation has a positive relationship with dispositional TMS, a negative relationship to bond-based TMS. The moderation effect of frequency and gender is also demonstrated.Research limitations/implicationsThe study verified the relationships of the theoretical model of the game motivation and TMS.Originality/valueThis study provides advice to operators of online games when motivating players to work in groups.

Partner Selection in Social Entrepreneurship Collectives: How Team Selection Control Can Enhance Satisfaction in Cross-Sector Social Partnerships

Cross-sector social partnerships (CSSPs) represent a unique form of collective social entrepreneurship. This research explores team selection control – the ability of an entrepreneurial social collective to provide input into the selection of team members – as an important antecedent of team and job satisfaction. Additionally, this study considers the role of justice in moderating these relationships. The role of team selection control was tested in a sample of cross-sector social partnerships spanning all three economic sectors and divergent social objectives. Primary study results indicate that team selection control is important to individuals participating in CSSPs and that perceived levels of justice can moderate the relationships between team selection control and job and team satisfaction. The implications for scholars and practitioners are discussed.

Library Leadership Lessons Gleaned from WWII Submariners

Many aspects of good leadership have not changed over time. This article uses examples from World War II submarining, particularly Capt. Eugene Fluckey’s experiences, as a launching point for discussing modern academic library leadership. There are six points of leadership discussed which alternate between submarining and libraries: selecting team members, cross-training, respecting the individual, developing esprit de corps, communicating hard truths, and thinking big thoughts.

Success factors in global project management

PurposeThe purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project management success in global projects (GPs) and discuss implication of the results in perspective of the theory–practice gap.Design/methodology/approachBuilding on classical organizational theory and GP knowledge areas, a survey addressing GP practitioners was designed. This paper focuses on OS practices as success factors and addresses a subset of the survey (1,170 respondents across 74 countries).FindingsOS practices included in the study were found to have high importance for managerial success. OS practices for selection and training of team members show significant correlation with project efficiency but have low adaptation in many organizations. Statistically significant correlations were found to be weaker than expected, indicating that the relation between OS practices (as success factors) and project efficiency (as success criteria) is more complex than expected.Research limitations/implicationsThe work constitutes opinion-based research and is vulnerable to variations in OS practices and the definition of success in different organizations and industries. The granularity level of the theoretical framework brought about relative high-level survey questions and may impact the applicability of the results.Practical implicationsTo improve the efficiency of GPs, better implementation of OS practices for selection processes and training personnel has been suggested.Originality/valueThe theoretical alignment of classical organizational variables with GP knowledge areas and associated practices provides an original approach to the “theory–practice gap” discourse.

Team Decision-Making and People-Organization Matching—Based on the Adjustment of Implicit Coordination and Task Interdependence

Talents are the core competitiveness of enterprises. In high-tech enterprises with team work as the mainstay, the recruitment and selection of team members has always been a concern of enterprises. As the first module of human resource management, recruitment is an important task of human resource management and development. Whether a company can recruit the people it needs is the key to the success or failure of the company. This paper analyzes 300 valid samples using stepwise regression analysis, and analyzes team work characteristics to study team self-determination within the team. The recruitment effect is measured in this paper using human-organization matching. The research results show that team independent decision-making positively affects human-organization matching. Task interdependence and implicit coordination have a significant positive adjustment effect on the relationship between the two. The research provides a new way for enterprise personnel recruitment.

Research on knowledge transfer behaviour in cooperative innovation and simulation

This paper constructs an evolutionary game model of team members’ knowledge transfer behaviour with reciprocal preference in team innovation activities, studies the strategy selection of team members, and simulates the evolution equilibrium strategy of the model with different parameter changes. The results show that the proportion of initial reciprocal actors, the proportion of sharing, and the degree of knowledge complementation are all conducive to the formation of reciprocal cooperation of knowledge transfer, while the work conflict is just the opposite. In addition, the influence of reciprocal preference on evolutionary equilibrium is related to the spreads in reciprocity and self-interested behaviour. This paper extends the research on the reciprocal cooperation of knowledge team from the perspective of behavioural economics.

Self-efficacy and emotional intelligence

PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

Ethical and definitional considerations in research on child sexual violence in India

BackgroundWhile critically important, child sexual violence (CSV) research poses numerous ethical and safety challenges. Recently, the studies dedicated to understanding and addressing CSV in India have been on the rise, but no published ethical guidelines to direct such research currently exist. To help inform ethical and safety recommendations for the design, conduct, and reporting of future CSV research in India and similar settings, we systematically reviewed the ethics and safety practices reported in recent Indian CSV literature.MethodsA multi-tiered approach was used to understand current ethical practices and gaps: 1) systematic review of Indian CSV studies published over the past decade, 2) examination of existing guidelines on related topics to develop an ethical framework, 3) development of an ethics checklist based on the recommendations from the surveyed guidelines, and 4) application of the checklist to each of the reviewed studies.ResultOur search yielded 51 eligible studies. From each, data from 6 major thematic areas was extracted: informed consent, confidentiality, selection, training, and protection of study team members, validity of CSV measurement methods, measures to minimize participant harm, and participant compensation. Several gaps were noted: only two-thirds reported approval by ethics committees, obtaining informed consent, and assured participants of confidentiality. Only 25% (13/51) reported assessing ongoing CSV risk and providing necessary support services, none noted whether ongoing CSV was reported to authorities (required by Indian law), and none reported safeguards to protect staff from the effects of conducting CSV research. Further, 43% (22/51) limited surveillance of CSV to one form of abuse and/or used a “loaded term,” increasing the potential for underreporting.ConclusionsThrough enhancing understanding of current ethical practices and gaps in CSV research in India, this systematic review informs reporting protocols and future guidelines for CSV research in India and other similar settings.