Knowledge Of Team Members Research Articles

FACTORS THAT INFLUENCE STUDENT TEAMS IN INFORMATION SYSTEM DEVELOPMENT PROJECT: STUDENT’S PERSPECTIVES

The success of information systems development activities are influenced by technology and human resources. Experience and knowledge of team members is the key to performance improvements in the software development process. So the experience and knowledge are considered to be one of the main capitals in the success of a software development team. However, what if the information system development team are students who may not have experience at all ? Is the information system developed by an un-experienced team always fail ? Therefore, it is necessary to conduct a study to identify the factors that influence the student teams in information systems development project. The study was conducted with the literature study to establish research model. Furthermore, a survey conducted by distributing questionnaires to students of information systems whom are doing an internship in developing information systems. The results of the survey were analyzed quantitatively using Partial Least Square technique to test the proposed research model. The results of this study indicate that the development of information systems conducted by a team of students is significantly influenced by the Customer Relationship and Horizontal Relationship. Capability factor have a significant effect although the effect is small on the student teams.

Managing the Unexpected Across Space: Improvisation, Dispersion, and Performance inNPDTeams

Organizations are increasingly moving toward a team‐based structure for managing complex knowledge in new product development (NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation—a collective, spontaneous, and creative action for identifying novel solutions to emergent problems—has been identified as a key team‐situated response to unexpected challenges toNPDteam effectiveness. Geographic dispersion is increasingly becoming a reality forNPDteams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71NPDprojects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real‐time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events.

How Does the Extraversion of Software Development Teams Influence Team Satisfaction and Software Quality?

Team member knowledge and expertise are the aspects typically considered important for software team development formation. However, the authors believe that the formation of teams, as is found in literature, could be based on factors related to the personalities of the members of the development team, and that these factors might affect both the quality of the software product developed and the satisfaction perceived by the development team. In this work they present a controlled experiment, which was carried out during an academic course on Data Bases. The intention of this experiment was to evaluate whether the work team’s level of extraversion influenced, on the one hand, the final quality of the software products obtained and, on the other, the satisfaction perceived while this work was being carried out. The results obtained indicate that when forming work teams, project managers and lecturers should carry out a personality test beforehand in order to balance the amount of extraverted team members with those who are not extraverted. This would permit the team members to feel satisfied with the work carried out by the team without reducing the quality of the software products developed.

Hallowed Grounds: The Role of Cultural Values, Practices, and Institutions in TMS in an Offshored Complex Engineering Services Project

The globalization of complex engineering services has resulted in physically dispersed teams that can no longer rely on the traditional and familiar oral transmission of engineering expertise nor can they assume knowledge of their team members' culture. Yet, such teams need to be able coordinate effectively the dispersed knowledge of team members. We know little about how cultural differences among engineering team members impact the coordination of dispersed knowledge, so called transactive memory systems (TMSs)-or “who knows what” and “who knows who knows what.” In this paper, we present a longitudinal case study of a dispersed, cross-cultural team involving U.S. and Romanian engineers. The cultural differences in values, practices, and institutions had a major impact on TMS indicators of specialization, coordination, and credibility. The paper demonstrates how the cultural differences impeded TMS development. The results provide insight into TMS as an implicit coordination mechanism in a global team. We provide advice in terms of interventions that can promote the development of TMS in a culturally diverse team.

Family-Centered Rounds

To study the impact of family-centered rounds for general pediatrics inpatients. An observation tool and participant surveys was developed. The authors analyzed rounding time and rounds participants. Associations between family presence and participants' satisfaction were analyzed. Data were collected on 295 patients and from 257 staff members. Average rounding time was reduced with increased family and nurse presence (8.7 minutes with both, 12.7 minutes without family, P = .0001). Families reported high satisfaction regardless of participants. Families present on rounds reported increased knowledge of team members' roles (54% vs 35%, P = .04). Attending physicians more often reported ease in managing rounds with families present. Senior residents perceived decreased autonomy with high family participation (11%) versus low family participation (70%; P = .02). Improved nurse satisfaction was associated with increased family and nurse participation. Family participation may shorten inpatient rounds. Families and staff were satisfied with family-centered rounds, though senior resident autonomy requires attention.

Public Participation Approach for the Rural Community Black Spot Improvement, Experiences from Thailand

This study aims to propose the approach for public participation to improve the black spot in rural community. The approach explains how to involve public in the community black spot improvement program. The proposed procedures including 1) Team members set up, 2) Team member's knowledge Acquirement, 3) Community Black Spot Improvement, 4) Monitoring and evaluation, 5) Activities to promote knowledge sharing and lesson learn, and 6) Connecting to responsible organizations, Case examples of 5 selected rural villages in Mahasarakham Province, Thailand, are employed to demonstrate the procedure and the successful of the program. The proposed approach would be very useful and practical for the rural community to sustainably improve the black spot in their own community by themselves.

Multilevel knowledge and team performance

AbstractWe examined team performance as it was affected by organizationally supported face‐to‐face and technology‐mediated knowledge practices. Guided by an information processing perspective, we demonstrate from a field study of over 250 teams within a global Fortune 100 technology company that team member participation in face‐to‐face and technology‐mediated knowledge practices (e.g., community of practice (CoP) meeting attendance and use of CoP‐related technologies, respectively), and team knowledge sharing practices are positively related to individual team member knowledge. We predicted that absorptive capacity would moderate tacit knowledge relationships with team performance, and that transactive memory would moderate explicit knowledge relationships with team performance. We found that the patterns of relationships differed depending on the measure of team performance. The predictions held for absorptive capacity by tacit knowledge on manager‐assessed performance, and for transactive memory by explicit knowledge on customer satisfaction. Additionally, there was a significant direct effect, with no moderation, of tacit knowledge on customer satisfaction. We highlight multilevel modeling for team research and argue for joint consideration of organizational and technology practices. Copyright © 2009 John Wiley & Sons, Ltd.

Partners in care: investigating community nurses’ understanding of an interdisciplinary team‐based approach to primary care

This study investigated community nurses understanding of teamwork in primary care. Internationally trends indicate a movement towards the development of primary care as a key element in health service delivery. This will have implications for the organisation of community nursing services by creating the need for more coherent integrated structures for service delivery. In this context, teamwork is associated with a range of positive outcomes including higher levels of quality care and job satisfaction. A research study was undertaken to investigate community nurses' understanding of an interdisciplinary team-based approach to primary care using a qualitative research design. Focus groups were held with community nurses working in the areas of public health nursing, general nursing and practice nursing. Three focus groups were established. Twenty seven participants were recruited to form three groups comprising public health nurses (n = 10), general nurses (n = 10) and practice nurses (n = 7). A sequenced-questioning framework guided the systematic process of data collection. Data analysis engaged a thematic content analysis framework. The analysis of the data revealed the following themes: teamwork, promoting community services, promoting health, professional roles and skills and knowledge for primary care. Nurses can contribute significantly to the re-orientation and development of primary care services. There must be greater efforts to encourage interdisciplinary approaches. The outcomes of this study can inform strategies for effective team working in primary care. Collective team efforts enhance patient care and effective teamwork requires a greater understanding of group processes and team development. Nurses clearly articulated their contribution to primary care, but recognised that there are many challenges to overcome. An enhanced primary care team has the potential to allow the public access to both the individual and collective skills and knowledge of team members.

Understanding Diversity in Educational Psychology Teams

Educational psychologists' work routinely involves facilitation of teams in which participants hold diverse points of view. In this article, the authors discuss diversity in team work and its place in the development of shared goals. They describe, as an example of educational psychologists' work team interaction, the structure and functioning of communities of practice. Particular attention is paid to the tension between commonality and diversity of team-member knowledge in determining the course of professional practice. The authors consider a particular aspect of diversity regularly encountered by educational psychologists: differing beliefs regarding the reasons for, and origins of, child behaviour. They suggest that educational psychologists can support effective interventions by recognizing, understanding and utilizing the diverse views of the people involved in their consultation work. A matrix of common perspectives of human development illustrates a range of diverse views and shows how fluid beliefs about the contexts of learning and behaviour problems influence interpretations of events and the nature of interventions. The authors illustrate, with reference to case examples, how the matrix can illuminate the nature of diverse viewpoints and support educational psychology teams to utilize difference to construct applicable interventions.

The effect of knowledge on system integration project performance

PurposeThe paper aims to clarify the relationships between various components of knowledge possessed by the members of system integration (SI) project team and the project performance of those team members. From this lessons are learnt on SI project management issues and managerial implications regarding team member knowledge management for project performance are provided.Design/methodology/approachThe authors validated the model and tested the hypotheses using the structural equation model analysis LISREL.FindingsUsing data from 49 SI projects performed by a prominent consulting firm, the authors discovered a positive relationship between SI project team member knowledge and project performance. Notably, tacit knowledge was found to be influential, but explicit knowledge was not. The leadership capability of team leaders and the communication capability among team members were found to be important factors affecting project performance.Research limitations/implicationsA limited number of SI projects were analyzed due to difficulties with project selection and frequent movement of consultants during the data gathering process. As a result, additional analyses considering project size and complexity were not performed. Project team members' personal knowledge obtained through experience in similar projects or similar industries is very important to improve SI project performance. Leaders of participating SI projects have to think over project team members' tacit product knowledge and tacit process knowledge when building their project's team.Originality/valueThe main contribution of this paper lies in the establishment of a causal relationship between SI project team member knowledge and project performance, as well as in the proposed managerial implications for SI project knowledge management.

Post‐training assessment of HACCP knowledge: its use as a predictor of effective HACCP development, implementation and maintenance in food manufacturing

PurposeHACCP training is acknowledged as a key requirement for the development of effective HACCP systems. However, there are few measures of the standards of training being offered or of the effectiveness of learning that takes place and no agreed methods to measure HACCP knowledge following training. Sets out to investigate this issue.Design/methodology/approachA HACCP knowledge questionnaire was developed to measure HACCP team member knowledge following training. Data were collected from 91 individuals in a multinational organisation and predictions were made on likely effectiveness of HACCP systems based on team‐member knowledge.FindingsThis paper outlines the preliminary results from a research project investigating the impact of training on effective HACCP implementation in a multinational organisation.Research limitations/implicationsLimitations concerning sample size, timing and possible lack of understanding are discussed.Originality/valueA new tool to measure HACCP team member knowledge is described and use of HACCP knowledge as a predictor of HACCP system effectiveness is discussed.

Modeling Team Member Characteristics for the Formation of a Multifunctional Team in Concurrent Engineering

In concurrent engineering, project tasks generally involve the establishment of multifunctional design teams in order to simultaneously consider various activities throughout the entire product life cycle. Team members from different functional departments of the company interact in every phase of development tasks to design the products and processes concurrently. To ensure a successful multifunctional team, it is important to understand the characteristics of team members. Three fundamental descriptors of team members are developed in this research. The first is to represent the multifunctional knowledge of team members due to the need of concurrent engineering. Second, to build a successful project team, teamwork capability of team members is needed by taking their experience, communication skills, and flexibility in job assignment into account. Multifunctional knowledge and teamwork capability ratings are captured from each member using analytic hierarchy process. Third, since the team members work closely, their collegiality directly affects team performance, regardless of their knowledge. Thus, the working relationship model is developed to provide such a metric. Personality profiling using Myers-Briggs type indicator serves as the basis of assessing each team member's abilities to work with others. Finally, we complete this paper by providing a step-by-step procedure with an example for selecting the best multifunctional team using the three ratings. This research helps establish an efficient multifunctional team because every team member will be capable of communicating to each other within the team due to their multifunctional knowledge, teamwork skills, as well as an established good working relationship.

Team Characteristics and Team Member Knowledge, Skills, and Ability Relationships to the Effectiveness of Cross‐Functional Teams in the Public Sector

This study examines members of cross‐functional teams in the public sector for the necessary knowledge, skills, and ability (KSA) to be effective team members. It was determined that members of cross‐functional teams in the public sector possess the necessary KSA to perform effectively. The following characteristics are statistically significant factors: (1) years of professional work experience; (2) frequency of team participation; (3) the type of team training, i.e., collaboration and performance management; and (4) situational entry to team assignments (volunteered, assigned, requested), specifically volunteer and requested. The findings are significant in that managers within the government have some guidelines on team formation. They now know who should be team members, team members should be volunteers, and management should ensure that the team members have specific training in the areas of team collaboration and performance management. The findings are significant for employees as well. To acquire experience, employees should be interested in participating in a team environment (i.e., volunteering for the assignment). They should participate on numerous teams, so that they can become more effective as team members. Employees should acquire training in specific team skills (i.e., collaboration and performance management) to help them better understand how to work within the team and the team members and get results.

Teaching Teams to be Teams: An Exercise Using the Myers-Briggs® Type Indicator and the Five-Factor Personality Traits —

This article reports results of a student-team intervention that used team members' personality assessments on the Myers-Briggs Type Indicator and the Five-Factor Model to enhance the team development process and engender an appreciation of the effect of different personalities on team functioning and performance. The majority of participants reported that knowledge of team members' personality types was helpful in understanding team member behavior and was used in managing team dynamics. Those teams that used extreme division of labor were more likely to respond that the personality-based intervention was not helpful in managing team dynamics.

A Visual Data Mining Tool To SupportCooperative Learning

A cooperative data mining team consists of two or more diverse data mining tools that cooperate to learn. The data mining tools learn from one another by accessing the other team member's knowledge, generating new data and thus adapting its own perspective of the problem at hand. By combining the complementary learning approaches followed by diverse tools, new insights into the problem domain are obtained. This paper describes the ViziMine cooperative data mining tool that acts as a personal assistant, assisting domain experts to explore and increase their expertise regarding a problem domain. The tool provides a uniform interface that incorporates a number of data mining tools that express their knowledge as rules. Results indicate that the approach successfully facilitates the cooperative learning process and eases the transfer of knowledge between learners. This is especially evident in an environment where the human expert actively participates in cooperative learning.

Does Overlap in Team Member Knowledge Predict Team Performance?

Does Overlap in Team Member Knowledge Predict Team Performance?