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subject:(Team effectiveness) – OATD
 You searched for subject:(Team effectiveness). Showing records 1 – 30 of 137 total matches.
 1. Wolfarth, Jacob Dale. What are the odds? A preliminary test of a theoretical model of sports team effectiveness.
 Wolfarth, Jacob Dale. “What are the odds? A preliminary test of a theoretical model of sports team effectiveness.” 2018. Thesis, IUPUI. Accessed April 25, 2019. http://hdl.handle.net/1805/15931.
 Wolfarth, Jacob Dale. “What are the odds? A preliminary test of a theoretical model of sports team effectiveness.” 2018. Web. 25 Apr 2019.
 Wolfarth JD. What are the odds? A preliminary test of a theoretical model of sports team effectiveness. [Internet] [Thesis]. IUPUI; 2018. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/1805/15931.
 2. Webster, Leonie. Team effectiveness in professional cricket.
 Webster, Leonie. “Team effectiveness in professional cricket.” 2018. Doctoral Dissertation, Bangor University. Accessed April 25, 2019. https://research.bangor.ac.uk/portal/en/theses/team-effectiveness-in-professional-cricket(681ed88e-a71f-4c60-bfc7-84dc1abbee79).html ; https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.767440.
 Webster, Leonie. “Team effectiveness in professional cricket.” 2018. Web. 25 Apr 2019.
 Webster L. Team effectiveness in professional cricket. [Internet] [Doctoral dissertation]. Bangor University; 2018. [cited 2019 Apr 25]. Available from: https://research.bangor.ac.uk/portal/en/theses/team-effectiveness-in-professional-cricket(681ed88e-a71f-4c60-bfc7-84dc1abbee79).html ; https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.767440.
 3. Zheng, Tie. Leading authentically in teams: a moderated mediation model.
 Zheng, Tie. “Leading authentically in teams: a moderated mediation model.” 2018. Doctoral Dissertation, University of Newcastle. Accessed April 25, 2019. http://hdl.handle.net/1959.13/1395131.
 Zheng, Tie. “Leading authentically in teams: a moderated mediation model.” 2018. Web. 25 Apr 2019.
 Zheng T. Leading authentically in teams: a moderated mediation model. [Internet] [Doctoral dissertation]. University of Newcastle; 2018. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/1959.13/1395131.
 4. Sim, Joshua Y.J. The effect of team learning behaviours on team effectiveness in virtual teams.
 Sim, Joshua Y J. “The effect of team learning behaviours on team effectiveness in virtual teams.” 2018. Thesis, University of Canterbury. Accessed April 25, 2019. http://hdl.handle.net/10092/15174.
 Sim, Joshua Y J. “The effect of team learning behaviours on team effectiveness in virtual teams.” 2018. Web. 25 Apr 2019.
 Sim JYJ. The effect of team learning behaviours on team effectiveness in virtual teams. [Internet] [Thesis]. University of Canterbury; 2018. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/10092/15174.
 5. Kim, Kahyun. Developing Guidelines for Collaborative Spaces Supporting Interdisciplinary Engineering Design Teams.
 Kim, Kahyun. “Developing Guidelines for Collaborative Spaces Supporting Interdisciplinary Engineering Design Teams.” 2013. Doctoral Dissertation, Virginia Tech. Accessed April 25, 2019. http://hdl.handle.net/10919/19361.
 Kim, Kahyun. “Developing Guidelines for Collaborative Spaces Supporting Interdisciplinary Engineering Design Teams.” 2013. Web. 25 Apr 2019.
 Kim K. Developing Guidelines for Collaborative Spaces Supporting Interdisciplinary Engineering Design Teams. [Internet] [Doctoral dissertation]. Virginia Tech; 2013. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/10919/19361.
 6. Chen, Chao-you. Team, Leadership and the Performance of Ocean Fishing Vesselâ A Case Study of N Corporate.
 Chen, Chao-you. “Team, Leadership and the Performance of Ocean Fishing Vesselâ A Case Study of N Corporate.” 2012. Thesis, NSYSU. Accessed April 25, 2019. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0803112-182636.
 Chen, Chao-you. “Team, Leadership and the Performance of Ocean Fishing Vesselâ A Case Study of N Corporate.” 2012. Web. 25 Apr 2019.
 Chen C. Team, Leadership and the Performance of Ocean Fishing Vesselâ A Case Study of N Corporate. [Internet] [Thesis]. NSYSU; 2012. [cited 2019 Apr 25]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0803112-182636.
 7. Seo, Eunkyung. Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour.
 URL: http://hdl.handle.net/1959.13/1337643
 This thesis addresses the research question of how leadership influences team processes and outcomes, through the development and... (more)
 This thesis addresses the research question of how leadership influences team processes and outcomes, through the development and testing of two conceptual models, Model One and Model Two. Both Model One and Model Two were tested using data collected from hard-copy questionnaires completed by 192 team leaders and 586 team members in a total of 192 teams in South Korea. Model One depicts the role of inclusive leadership in organisational citizenship behaviour (OCB) and counterproductive work behaviour (CWB), through the mediating effect of team cooperative goals and team conflict. The data support our model and our arguments relating to the mechanisms explaining inclusive leadership effects and its impact on OCB and CWB. Model One includes two three-path mediating effects such that inclusive leadership enhances team innovation through team dynamics (cooperative goals and conflict) and member behaviour (OCB and CWB). Model Two depicts the role of authentic leadership on OCB and CWB through value congruence and team climate. As for Model One, Model Two includes sequential mediation in which authentic leadership is argued to enhance team effectiveness through team dynamics (value congruence and team climate) and team member behaviour (OCB and CWB). Our results highlight the important roles of value congruence and team climate, and shed light on the team processes and dynamics by which authentic leaders can foster organisational citizenship behaviour and minimise the likelihood of counterproductive work behaviour, which have both been linked to the level of team effectiveness. Together, our findings from Model One and Model Two provide information for organisations, managers and team leaders regarding the impact and mechanisms of effect for inclusive and authentic leadership practice as an important contributor to team outcomes.
 Subjects/Keywords: inclusive leadership; authentic leadership; team processess; team innovation; team effectiveness
 Seo, E. (2017). Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour . (Doctoral Dissertation). University of Newcastle. Retrieved from http://hdl.handle.net/1959.13/1337643
 Seo, Eunkyung. “Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour.” 2017. Doctoral Dissertation, University of Newcastle. Accessed April 25, 2019. http://hdl.handle.net/1959.13/1337643.
 Seo, Eunkyung. “Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour.” 2017. Web. 25 Apr 2019.
 Seo E. Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour. [Internet] [Doctoral dissertation]. University of Newcastle; 2017. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/1959.13/1337643.
 Seo E. Understanding team processes and outcomes: the influence of inclusive and authentic leadership on organisational citizenship behaviour and counterproductive work behaviour. [Doctoral Dissertation]. University of Newcastle; 2017. Available from: http://hdl.handle.net/1959.13/1337643
 8. Žukauskienė, Jūratė Virginija. Komandinio darbo veiksmingumas vaikų globos namuose.
 URL: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100621_091514-09883 ;
 Vaiko globa institucijoje vyksta tada, kai nėra galimybių vaiką globoti šeimoje ir jo globėju skiriami vaikų globos namai. Socialinės veiklos proceso organizavimo vaikų globos namuose... (more)
 Vaiko globa institucijoje vyksta tada, kai nėra galimybių vaiką globoti šeimoje ir jo globėju skiriami vaikų globos namai. Socialinės veiklos proceso organizavimo vaikų globos namuose esmė – nustatytiems institucijos tikslams pasiekti, reikia sukurti organizacinės sistemos struktūras, kuriose būtų numatyti ne tik veiklos tikslai bei sritys, bet ir darbuotojų funkcijos, vaidmenų nustatymas, jų tarpusavio santykių formavimas. Socialinės veiklos proceso organizavime svarbu tinkamai atrinkti specialistus darbui, o svarbiausia – suformuoti iš jų grupes ir padaryti jas veiksmingomis komandomis, kurios drauge siektų institucijos iškeltų tikslų ir uždavinių įgyvendinimo. Nėra aišku kaip patys darbuotojai, teikiantys paslaugas vaikams globos namuose, apibūdina komandos narių tarpasmeninės sąveikos turinį, veiksmų, siekiant bendro rezultato, suderinamumą, kaip supranta ir vertina komandos darbo veiksmingumą? Dėl šių priežasčių darbo autorė siekia atskleisti komandinio darbo vaikų globos namuose veiksmingumą. Tai pirmasis tyrimas Lietuvoje, siekiantis atskleisti komandinio darbo taikymo vaikų globos namuose galimybes, parodant kaip jį apibūdina ir vertina patys vaikų globos namų darbuotojai. Tyrimo objektas – komandinio darbo veiksmingumas vaikų globos namuose. Tyrimo tikslas – atskleisti komandinio darbo veiksmingumą vaikų globos namuose. Tyrimo tikslui pasiekti buvo keliami tokie uždaviniai: 1) Atskleisti komandos narių veiksmų suderinamumą, siekiant bendro rezultato; 2) Aprašyti... [toliau žr. visą tekstą]
 Child’s foster care takes place in the institution if there are no possibilities to foster a child in a family. In such cases foster home is appointed as child caregiver. The core of organizing social activity process in foster home for children is the necessity to create organizational system’s structures. Goals, areas of activity, functions of employees, and description of roles and formation of intercommunication in order to achieve the goals established by the institution have to be apparent in organization structures. It is important to select specialists for the work to organize the process of social activity. The most important fact is the formation of groups and teams of specialists collectively to implement goals and objectives of the institution. It is not clear, how the employees providing services in foster home for children personally describe the content of interpersonal interaction between the team members, the compatibility of actions when seeking the common result and how they understand and estimate the effectiveness of teamwork. Due to the aforementioned reasons the author of the study seeks to reveal the effectiveness of teamwork in foster home for children. In Lithuania, it is the first study with the aim to reveal the possibilities of the application of teamwork in foster home for children by showing how the teamwork is described and evaluated by the foster home employees themselves. The object of study is the teamwork effectiveness in foster home for... [to full text]
 Advisors/Committee Members: Matulionis, Arvydas Virgilijus (Master’s degree committee chair), Naujanienė, Rasa (Master’s degree session secretary), Ruškus, Jonas (Master’s degree committee member), Rimkienė, Jorūnė Vyšniauskytė (Master’s degree committee member), Vareikytė, Audronė (Master’s degree committee member), Ivanauskienė, Violeta (Master’s thesis reviewer), Naujanienė, Rasa (Master’s thesis supervisor).
 Subjects/Keywords: Komanda; Darbas; Veiksmingumas; Team; Work; Effectiveness
 Virginija, � Jūratė. (2010). Komandinio darbo veiksmingumas vaikų globos namuose . (Masters Thesis). Vytautas Magnus University. Retrieved from http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100621_091514-09883 ;
 Virginija, Žukauskienė, Jūratė. “Komandinio darbo veiksmingumas vaikų globos namuose.” 2010. Masters Thesis, Vytautas Magnus University. Accessed April 25, 2019. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100621_091514-09883 ;.
 Virginija, Žukauskienė, Jūratė. “Komandinio darbo veiksmingumas vaikų globos namuose.” 2010. Web. 25 Apr 2019.
 Virginija � Jūratė. Komandinio darbo veiksmingumas vaikų globos namuose. [Internet] [Masters thesis]. Vytautas Magnus University; 2010. [cited 2019 Apr 25]. Available from: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100621_091514-09883 ;.
 Virginija � Jūratė. Komandinio darbo veiksmingumas vaikų globos namuose. [Masters Thesis]. Vytautas Magnus University; 2010. Available from: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100621_091514-09883 ;
 9. Suifan, Taghrid. Team effectiveness : a test of in-put process-output.
 Degree: PhD, 2010, Aston University
 URL: http://publications.aston.ac.uk/19120/ ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521844
 ► This research addressed the question: "Which factors predict the effectiveness of healthcare teams?" It was addressed by assessing the psychometric properties of a new measure... (more)
 ▼ This research addressed the question: "Which factors predict the effectiveness of healthcare teams?" It was addressed by assessing the psychometric properties of a new measure of team functioning with the use of data collected from 797 team members in 61 healthcare teams. This new measure is the Aston Team Performance Inventory (ATPI) developed by West, Markiewicz and Dawson (2005) and based on the IPO model. The ATPI was pilot tested in order to examine the reliability of this measure in the Jordanian cultural context. A sample of five teams comprising 3-6 members each was randomly selected from the Jordan Red Crescent health centers in Amman. Factors that predict team effectiveness were explored in a Jordanian sample (comprising 1622 members in 277 teams with 255 leaders from healthcare teams in hospitals in Amman) using self-report and Leader Ratings measures adapted from work by West, Borrill et al (2000) to determine team effectiveness and innovation from the leaders' point of view. The results demonstrate the validity and reliability of the measures for use in healthcare settings. Team effort and skills and leader managing had the strongest association with team processes in terms of team objectives, reflexivity, participation, task focus, creativity and innovation. Team inputs in terms of task design, team effort and skills, and organizational support were associated with team effectiveness and innovation whereas team resources were associated only with team innovation. Team objectives had the strongest mediated and direct association with team effectiveness whereas task focus had the strongest mediated and direct association with team innovation. Finally, among leadership variables, leader managing had the strongest association with team effectiveness and innovation. The theoretical and practical implications of this thesis are that: team effectiveness and innovation are influenced by multiple factors that must all be taken into account. The key factors managers need to ensure are in place for effective teams are team effort and skills, organizational support and team objectives. To conclude, the application of these findings to healthcare teams in Jordan will help improve their team effectiveness, and thus the healthcare services that they provide.
 Subjects/Keywords: 158.7; ATPI, team effectiveness, Jordanian Health Care
 Suifan, T. (2010). Team effectiveness : a test of in-put process-output . (Doctoral Dissertation). Aston University. Retrieved from http://publications.aston.ac.uk/19120/ ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521844
 Suifan, Taghrid. “Team effectiveness : a test of in-put process-output.” 2010. Doctoral Dissertation, Aston University. Accessed April 25, 2019. http://publications.aston.ac.uk/19120/ ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521844.
 Suifan, Taghrid. “Team effectiveness : a test of in-put process-output.” 2010. Web. 25 Apr 2019.
 Suifan T. Team effectiveness : a test of in-put process-output. [Internet] [Doctoral dissertation]. Aston University; 2010. [cited 2019 Apr 25]. Available from: http://publications.aston.ac.uk/19120/ ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521844.
 Suifan T. Team effectiveness : a test of in-put process-output. [Doctoral Dissertation]. Aston University; 2010. Available from: http://publications.aston.ac.uk/19120/ ; http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521844
 10. Erdheim, Jesse. POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS.
 URL: http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005
 ► In recent years, organizations have increasingly transitioned to using work team configurations (Cohen & Bailey, 1997). Despite this trend, researchers still know little about how... (more)
 ▼ In recent years, organizations have increasingly transitioned to using work team configurations (Cohen & Bailey, 1997). Despite this trend, researchers still know little about how team composition variables impact the processes and outcomes of teams (Barrick et al., 1998). This study sought to address this gap by considering how state affect impacted indicators of team processes (social and task cohesion) and group effectiveness (performance, viability, and group task satisfaction). In addition, this study sought to determine if one method of operationalizing team composition (mean, minimum, or maximum) was most informative. It found that mean PA was positively related to team performance, maximum PA was negatively related to team performance, minimum NA and mean NA were positively related to team performance, and mean PA was positively related to group task satisfaction. Finally, the present investigation attempted to explore the relations between different effectiveness variables. It found that team viability was positively related to group task satisfaction and group task satisfaction was positively related to team viability. Advisors/Committee Members: Jex, Steve (Advisor).
 Subjects/Keywords: Psychology, Industrial; Affect; Teams; Cohesion; Team Effectiveness
 Erdheim, J. (2007). POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS . (Doctoral Dissertation). Bowling Green State University. Retrieved from http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005
 Erdheim, Jesse. “POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS.” 2007. Doctoral Dissertation, Bowling Green State University. Accessed April 25, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005.
 Erdheim, Jesse. “POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS.” 2007. Web. 25 Apr 2019.
 Erdheim J. POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS. [Internet] [Doctoral dissertation]. Bowling Green State University; 2007. [cited 2019 Apr 25]. Available from: http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005.
 Erdheim J. POSITIVE AND NEGATIVE AFFECT: HOW DO THEY IMPACT HACKMAN’S (1987) MODEL OF GROUP EFFECTIVENESS. [Doctoral Dissertation]. Bowling Green State University; 2007. Available from: http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1170958005
 11. Tsai, Meng-chen. A study on teamwork effectiveness of cross-functional teams.
 Tsai, Meng-chen. “A study on teamwork effectiveness of cross-functional teams.” 2010. Thesis, NSYSU. Accessed April 25, 2019. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0623110-001114.
 Tsai, Meng-chen. “A study on teamwork effectiveness of cross-functional teams.” 2010. Web. 25 Apr 2019.
 Tsai M. A study on teamwork effectiveness of cross-functional teams. [Internet] [Thesis]. NSYSU; 2010. [cited 2019 Apr 25]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0623110-001114.
 12. Huang, Yi-lu. The study of the relationship among transformational leadershipãteam cohesion and team effectiveness take employees from state-owned company in Shanghai.
 Huang, Yi-lu. “The study of the relationship among transformational leadershipãteam cohesion and team effectiveness take employees from state-owned company in Shanghai.” 2016. Thesis, NSYSU. Accessed April 25, 2019. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0525116-134856.
 Huang, Yi-lu. “The study of the relationship among transformational leadershipãteam cohesion and team effectiveness take employees from state-owned company in Shanghai.” 2016. Web. 25 Apr 2019.
 Huang Y. The study of the relationship among transformational leadershipãteam cohesion and team effectiveness take employees from state-owned company in Shanghai. [Internet] [Thesis]. NSYSU; 2016. [cited 2019 Apr 25]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0525116-134856.
 13. Huang, Hsin-Yi. Exploring the Relationships between Personal Value, Personal Intercultural Competence and Team Effectiveness: The Case of ACT Program.
 Huang, Hsin-Yi. “Exploring the Relationships between Personal Value, Personal Intercultural Competence and Team Effectiveness: The Case of ACT Program.” 2013. Thesis, NSYSU. Accessed April 25, 2019. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0130113-174135.
 Huang, Hsin-Yi. “Exploring the Relationships between Personal Value, Personal Intercultural Competence and Team Effectiveness: The Case of ACT Program.” 2013. Web. 25 Apr 2019.
 Huang H. Exploring the Relationships between Personal Value, Personal Intercultural Competence and Team Effectiveness: The Case of ACT Program. [Internet] [Thesis]. NSYSU; 2013. [cited 2019 Apr 25]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0130113-174135.
 14. Bains, Priya. Sharing leadership and team process in virtual teams.
 URL: https://etda.libraries.psu.edu/catalog/19953
 ► This study examined the idea that virtual team leaders may be able to reduce their repertoire of behaviors by focusing on those behaviors that allow... (more)
 ▼ This study examined the idea that virtual team leaders may be able to reduce their repertoire of behaviors by focusing on those behaviors that allow them to create the most impact and distributing the remaining leadership roles to their teams. This research investigated the impact of both leadership roles from Quinn’s (1988) model of leadership and team processes from Marks, Mathieu, and Zaccaro’s (2001) taxonomy of team behavior on team emergent states (i.e., empowerment, psychological safety, potency, and shared understanding) and effectiveness. Specifically, it examined whether external leadership roles (i.e., innovator, broker, director, and producer) have a stronger positive impact on team processes and outcomes than internal leadership roles (i.e., monitor, coordinator, mentor, and facilitator) and whether action processes and interpersonal processes account for more variance than internal leadership in emergent states and team effectiveness.
 Subjects/Keywords: Virtual teams; team process; virtual leadership; emergent states; virtual team effectiveness.
 Bains, P. (2013). Sharing leadership and team process in virtual teams . (Doctoral Dissertation). Penn State University. Retrieved from https://etda.libraries.psu.edu/catalog/19953
 Bains, Priya. “Sharing leadership and team process in virtual teams.” 2013. Doctoral Dissertation, Penn State University. Accessed April 25, 2019. https://etda.libraries.psu.edu/catalog/19953.
 Bains, Priya. “Sharing leadership and team process in virtual teams.” 2013. Web. 25 Apr 2019.
 Bains P. Sharing leadership and team process in virtual teams. [Internet] [Doctoral dissertation]. Penn State University; 2013. [cited 2019 Apr 25]. Available from: https://etda.libraries.psu.edu/catalog/19953.
 Bains P. Sharing leadership and team process in virtual teams. [Doctoral Dissertation]. Penn State University; 2013. Available from: https://etda.libraries.psu.edu/catalog/19953
 15. Allison, Brooke B. An Examination of Leader-Member Exchange and Team Effectiveness.
 Allison, Brooke B. “An Examination of Leader-Member Exchange and Team Effectiveness.” 2016. Doctoral Dissertation, Clemson University. Accessed April 25, 2019. https://tigerprints.clemson.edu/all_dissertations/1618.
 Allison, Brooke B. “An Examination of Leader-Member Exchange and Team Effectiveness.” 2016. Web. 25 Apr 2019.
 Allison BB. An Examination of Leader-Member Exchange and Team Effectiveness. [Internet] [Doctoral dissertation]. Clemson University; 2016. [cited 2019 Apr 25]. Available from: https://tigerprints.clemson.edu/all_dissertations/1618.
 16. Swart, Christine. Neethling's thinking style preferences instrument to enhance team performance in an organisation in South Africa.
 URL: http://hdl.handle.net/10500/23527
 ► Teams play a key role in organisational success and it is imperative to proactively manage team performance needs in order to influence team effectiveness. The... (more)
 ▼ Teams play a key role in organisational success and it is imperative to proactively manage team performance needs in order to influence team effectiveness. The purpose of this study was to explore the perceptions of a group of employees in a sales-driven organisation on how the application of Neethling’s thinking style preferences influenced team performance following their participation in Neethling’s thinking style preferences training. The qualitative exploratory study was conducted with 19 employees in the Finance and Insurance department of a sales-driven organisation. The data were collected by means of in-depth individual interviews and focus group interviews. A nonprobability purposive sample technique was used to identify participants for the two focus group interviews and six individual interviews. Evidence provided in the findings concluded that Neethling's thinking style preferences can be used as a viable tool to enhance team performance in an organisation as the participants’ perceptions and experiences of the advantages of these preferences and the findings in the literature on effective teams, concurred. There were also strong indications that the team performed better in terms of their internal team processes, leading to team outputs such as better communication, cooperation, understanding and relationships between team members. Participants also recognised that the team’s performance led to the achievement of organisational results or outcome goals such as improved productivity, profitability, organisational image and customer satisfaction. The study represents original research, extending the current body of knowledge on the perceptions of employees’ team performance related to Neethling’s thinking style preferences. Neethling’s thinking style preferences could have a high influence on identified elements of team performance and could be viewed by employees as a viable tool for enhancing team performance. Advisors/Committee Members: Joubert, Yvonne Trijntje (advisor).
 Subjects/Keywords: Groups; Teams; Neethling's thinking style preferences; Team performance; Team effectiveness
 Swart, C. (2017). Neethling's thinking style preferences instrument to enhance team performance in an organisation in South Africa . (Masters Thesis). University of South Africa. Retrieved from http://hdl.handle.net/10500/23527
 Swart, Christine. “Neethling's thinking style preferences instrument to enhance team performance in an organisation in South Africa.” 2017. Masters Thesis, University of South Africa. Accessed April 25, 2019. http://hdl.handle.net/10500/23527.
 Swart, Christine. “Neethling's thinking style preferences instrument to enhance team performance in an organisation in South Africa.” 2017. Web. 25 Apr 2019.
 Swart C. Neethling's thinking style preferences instrument to enhance team performance in an organisation in South Africa. [Internet] [Masters thesis]. University of South Africa; 2017. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/10500/23527.
 Swart C. Neethling's thinking style preferences instrument to enhance team performance in an organisation in South Africa. [Masters Thesis]. University of South Africa; 2017. Available from: http://hdl.handle.net/10500/23527
 17. Guchait, Priyanko. EXAMINING THE INFLUENCE OF SHARED MENTAL MODELS AND TRANSACTIVE MEMORY SYSTEMS ON THE EFFECTIVENESS OF SERVICE MANAGEMENT TEAMS.
 Guchait, Priyanko. “EXAMINING THE INFLUENCE OF SHARED MENTAL MODELS AND TRANSACTIVE MEMORY SYSTEMS ON THE EFFECTIVENESS OF SERVICE MANAGEMENT TEAMS.” 2011. Doctoral Dissertation, Penn State University. Accessed April 25, 2019. https://etda.libraries.psu.edu/catalog/12231.
 Guchait, Priyanko. “EXAMINING THE INFLUENCE OF SHARED MENTAL MODELS AND TRANSACTIVE MEMORY SYSTEMS ON THE EFFECTIVENESS OF SERVICE MANAGEMENT TEAMS.” 2011. Web. 25 Apr 2019.
 Guchait P. EXAMINING THE INFLUENCE OF SHARED MENTAL MODELS AND TRANSACTIVE MEMORY SYSTEMS ON THE EFFECTIVENESS OF SERVICE MANAGEMENT TEAMS. [Internet] [Doctoral dissertation]. Penn State University; 2011. [cited 2019 Apr 25]. Available from: https://etda.libraries.psu.edu/catalog/12231.
 18. Tulušienė, Elvyra. Komandinio darbo efektyvinimo galimybės Ukmergės rajono savivaldybėje.
 URL: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2011~D_20110804_091709-75152 ;
 VieMagistro darbo tikslas – išanalizavus teorinius komandinio darbo aspektus, numatyti komandinio darbo efektyvinimo galimybes Ukmergės rajono savivaldybėje. Pirmoje darbo dalyje apibrėžiama komandinio darbo sąvoka, apibūdinami... (more)
 VieMagistro darbo tikslas – išanalizavus teorinius komandinio darbo aspektus, numatyti komandinio darbo efektyvinimo galimybes Ukmergės rajono savivaldybėje. Pirmoje darbo dalyje apibrėžiama komandinio darbo sąvoka, apibūdinami komandų tipai, apžvelgiamos komandų formavimo stadijos, teoriniu aspektu tiriama komandinio darbo įtaka efektyviam organizacijos darbui, atsižvelgiant į viešųjų organizacijų specifiką. Antroje dalyje pateikiama komandinio darbo efektyvinimo galimybių tyrimo metodika. Trečioje darbo dalyje apžvelgiami išsamūs komandinio darbo efektyvinimo galimybių Ukmergės rajono savivaldybėje ir seniūnijose rezultatai. Anketinės apklausos būdu surinkti empirinio tyrimo duomenys leido nustatyti komandinio darbo efektyvinimo galimybes Ukmergės rajono savivaldybėje. Magistro darbe iškeliamos efektyvinimo galimybių problemos, pateikiami siūlymai ir rekomendacijos, kaip šias problemas spręsti. Reikšminiai žodžiai: komandinis darbas, komandos efektyvumas, efektyvinimo galimybės.
 The aim of master’s work is to foresee possibilities of team work efficiency in Ukmerge District Municipality by analyzing theoretical aspects of team work. In the first chapter of this work concept of the team work is defined, types of teams are described, stages of formation are surveyed, and impact of team work on affectivity of organization is analyzed considering particularities of public sector. The second chapter consists of methodology of analysis of possibilities of team work efficiency. The comprehensive results of analysis of possibilities of team work efficiency in Ukmerge District Municipality and elderships are reviewed in the third chapter. Data collected during the empirical research by the means of questionnaire poll enabled to identify possibilities of team work efficiency in Ukmerge District Municipality. Suggestions and recommendations for solving problems of team work effectiveness are presented in the master’s work. Keywords: team work, team effectiveness, possibilities of team work efficiency.
 Advisors/Committee Members: Žalys, Linas (Master’s thesis supervisor), Ališauskas, Kęstutis (Master’s thesis reviewer), Pabedinskaitė, Arnoldina (Master’s degree committee chair), Žičkienė, Skaidrė (Master’s degree committee member), Švagždienė, Biruta (Master’s degree committee member), Petukienė, Evendželina (Master’s degree committee member), Kasperavičienė, Rita (Master’s degree session secretary).
 Subjects/Keywords: Komandinis darbas; Komandos efektyvumas; Efektyvinimo galimybės; Team work; Team effectiveness; Possibilities of team work efficiency
 Tulušienė, Elvyra. (2011). Komandinio darbo efektyvinimo galimybės Ukmergės rajono savivaldybėje . (Masters Thesis). Siauliai University. Retrieved from http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2011~D_20110804_091709-75152 ;
 Tulušienė, Elvyra. “Komandinio darbo efektyvinimo galimybės Ukmergės rajono savivaldybėje.” 2011. Masters Thesis, Siauliai University. Accessed April 25, 2019. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2011~D_20110804_091709-75152 ;.
 Tulušienė, Elvyra. “Komandinio darbo efektyvinimo galimybės Ukmergės rajono savivaldybėje.” 2011. Web. 25 Apr 2019.
 Tulušienė, Elvyra. Komandinio darbo efektyvinimo galimybės Ukmergės rajono savivaldybėje. [Internet] [Masters thesis]. Siauliai University; 2011. [cited 2019 Apr 25]. Available from: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2011~D_20110804_091709-75152 ;.
 Tulušienė, Elvyra. Komandinio darbo efektyvinimo galimybės Ukmergės rajono savivaldybėje. [Masters Thesis]. Siauliai University; 2011. Available from: http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2011~D_20110804_091709-75152 ;
 19. Noh, Jae Hang. Employee knowledge sharing in work teams: effects of team diversity, emergent states, and team leadership.
 URL: http://purl.umn.edu/158995
 ► Knowledge sharing in work teams is one of the critical team processes. Without sharing of knowledge, work teams and organizations may not be able to... (more)
 ▼ Knowledge sharing in work teams is one of the critical team processes. Without sharing of knowledge, work teams and organizations may not be able to fully utilize the diverse knowledge brought into work teams by their members. The purpose of this study was to investigate antecedents and underlying mechanisms influencing the extent to which team members share their knowledge with one another. Specifically, this study aimed to examine whether and how team members' team identification, psychological safety mediate the effects of perceived disparity on employee knowledge sharing. In addition, this study seek to investigate the moderating effects of transformational team leadership. A correlational design was used to collect and analyze survey data. Data were collected from a cross-sectional sample of 240 Korean employees of for-profit organizations in South Korea. The findings of this study indicated that perceived disparity (PD) negatively predicted knowledge sharing behavior (KSB). Also, both team identification (TI) and psychological safety (PS) mediated the relationship between PD and KSB. Furthermore, the strength of the mediated relationships between PD and KSP via TI became weaker or nonsignificant under high transformational team leadership than under low transformational team leadership. However, the strength of the mediated relationships between PD and KSP via PS became stronger and significant under high transformational team leadership than under low transformational team leadership. The findings of this study can provide the conceptual basis for interventions that are designed to promote knowledge sharing within work teams. Theoretical and practical implications are discussed, along with limitations of the study and directions for future research.
 Subjects/Keywords: Knowledge sharing; Perceived disparity; Psychological safety; Team identification; Transformational team leadership; Work team effectiveness
 Noh, J. H. (2013). Employee knowledge sharing in work teams: effects of team diversity, emergent states, and team leadership . (Doctoral Dissertation). University of Minnesota. Retrieved from http://purl.umn.edu/158995
 Noh, Jae Hang. “Employee knowledge sharing in work teams: effects of team diversity, emergent states, and team leadership.” 2013. Doctoral Dissertation, University of Minnesota. Accessed April 25, 2019. http://purl.umn.edu/158995.
 Noh, Jae Hang. “Employee knowledge sharing in work teams: effects of team diversity, emergent states, and team leadership.” 2013. Web. 25 Apr 2019.
 Noh JH. Employee knowledge sharing in work teams: effects of team diversity, emergent states, and team leadership. [Internet] [Doctoral dissertation]. University of Minnesota; 2013. [cited 2019 Apr 25]. Available from: http://purl.umn.edu/158995.
 Noh JH. Employee knowledge sharing in work teams: effects of team diversity, emergent states, and team leadership. [Doctoral Dissertation]. University of Minnesota; 2013. Available from: http://purl.umn.edu/158995
 Sangha, Harbindar. “Creativity and innovation in virtual teams.” 2015. Thesis, University of Newcastle. Accessed April 25, 2019. http://hdl.handle.net/1959.13/1059198.
 Sangha, Harbindar. “Creativity and innovation in virtual teams.” 2015. Web. 25 Apr 2019.
 Sangha H. Creativity and innovation in virtual teams. [Internet] [Thesis]. University of Newcastle; 2015. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/1959.13/1059198.
 21. Kalyandurg, Niranjan. Understanding Global Team Effectiveness In The Context Of Product Development.
 URL: http://hdl.handle.net/2005/2023
 ► Today's global economy requires many organizations to co-ordinate work across a variety of intra and inter-organizational boundaries (Armstrong & Cole, 1995; Lipnack & Stamps, 1997).... (more)
 ▼ Today's global economy requires many organizations to co-ordinate work across a variety of intra and inter-organizational boundaries (Armstrong & Cole, 1995; Lipnack & Stamps, 1997). Global competition, re-engineered product life cycles, mass customization, and the increased need to respond quickly to customer needs are just some of the more pronounced trends currently driving organizational change (Grenier & Metes, 1995; Miles & Snow, 1986; Miles & Snow, 1992). An organizations growth and profitability is largely due to the strategies of globalization. Firms developing products with global applications must build competencies to connect and leverage knowledge on a worldwide basis (Bartlett and Ghoshal, 1998). In several industries product development is a crucial ingredient and therefore factors such as cost of development, cycle time and increased productivity are key drivers for market share and profitability. Product development is an expensive process particularly in the engineering and technology intensive segments. Technological advances have enabled many companies to assemble teams of employees from across the country or around the world into global teams to solve complex organizational problems (Lipnack and Stamps, 1997). Such teams are sometimes temporary, culturally diverse, geographically dispersed, and electronically communicating collections of individuals (Kristof, Brown, Sims, and Smith, 1995). These teams allow organizations to increase efficiency and effectiveness by tapping the knowledge, skills, and expertise of employees around the globe, increasing opportunities for information or knowledge exchange through expanded social networks (Wellman 1996). A large amount of investment is spent in human resources and hence ways to optimize the spending by leveraging global resources, directly helps the bottom line (Govindarajan & Gupta 2001). Models that could be used to understand better team development and effectiveness have been limited to those based on the traditional colocated group perspective. Theory development and empirical research are needed to help managers better understand and respond to the challenges that global teams face (Furst, Blackburn & Rosen, 1999). A literature review conducted found though team effectiveness has been fairly well researched the extension of the topic and as applied to global teams remains a gap. This study attempts to understand team effectiveness and its relevance when applied to a global team in a product development environment. The study involves developing a suitable model and understanding the causal relationships between the identified factors and explains the model based on the findings. Review of Literature The study reviewed a vast amount of literature relating to teams and small workgroups and summarized findings under; Team Definition, Team Types and Nature, Team Composition, Task Design, Team Development, Team Processes, Organizational Context and Global Teams. The literary review suggests that though research is steadily increasing, empirical... Advisors/Committee Members: Akhilesh, K B.
 Subjects/Keywords: New Product Development; Product Management; Global Product Development; Product Development - Global Team Effectiveness; Global Team Effectiveness Model; Product Development Effectiveness; Management
 Kalyandurg, N. (2010). Understanding Global Team Effectiveness In The Context Of Product Development . (Thesis). Indian Institute of Science. Retrieved from http://hdl.handle.net/2005/2023
 Kalyandurg, Niranjan. “Understanding Global Team Effectiveness In The Context Of Product Development.” 2010. Thesis, Indian Institute of Science. Accessed April 25, 2019. http://hdl.handle.net/2005/2023.
 Kalyandurg, Niranjan. “Understanding Global Team Effectiveness In The Context Of Product Development.” 2010. Web. 25 Apr 2019.
 Kalyandurg N. Understanding Global Team Effectiveness In The Context Of Product Development. [Internet] [Thesis]. Indian Institute of Science; 2010. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/2005/2023.
 Kalyandurg N. Understanding Global Team Effectiveness In The Context Of Product Development. [Thesis]. Indian Institute of Science; 2010. Available from: http://hdl.handle.net/2005/2023
 22. Kalyandurg, Niranjan. Understanding Global Team Effectiveness In The Context Of Product Development.
 URL: http://etd.iisc.ernet.in/handle/2005/2023 ; http://etd.ncsi.iisc.ernet.in/abstracts/2618/G24468-Abs.pdf
 Kalyandurg, N. (2010). Understanding Global Team Effectiveness In The Context Of Product Development . (Thesis). Indian Institute of Science. Retrieved from http://etd.iisc.ernet.in/handle/2005/2023 ; http://etd.ncsi.iisc.ernet.in/abstracts/2618/G24468-Abs.pdf
 Kalyandurg, Niranjan. “Understanding Global Team Effectiveness In The Context Of Product Development.” 2010. Thesis, Indian Institute of Science. Accessed April 25, 2019. http://etd.iisc.ernet.in/handle/2005/2023 ; http://etd.ncsi.iisc.ernet.in/abstracts/2618/G24468-Abs.pdf.
 Kalyandurg N. Understanding Global Team Effectiveness In The Context Of Product Development. [Internet] [Thesis]. Indian Institute of Science; 2010. [cited 2019 Apr 25]. Available from: http://etd.iisc.ernet.in/handle/2005/2023 ; http://etd.ncsi.iisc.ernet.in/abstracts/2618/G24468-Abs.pdf.
 Kalyandurg N. Understanding Global Team Effectiveness In The Context Of Product Development. [Thesis]. Indian Institute of Science; 2010. Available from: http://etd.iisc.ernet.in/handle/2005/2023 ; http://etd.ncsi.iisc.ernet.in/abstracts/2618/G24468-Abs.pdf
 23. Cheng, Tsung-wei. The Impact of Team Leadership in Virtual Environment on Team's Development and Effectiveness.
 URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0726106-230229
 ► Under the impact of the trend of globalization, enterprises face a more complicated and competitive external business environment than before. For the reason, the organization... (more)
 ▼ Under the impact of the trend of globalization, enterprises face a more complicated and competitive external business environment than before. For the reason, the organization has to find out a business model which can react to any change in the environment and the market and which can reduce cost and establish a humungous niche. In such a background, an advanced information technology and an Internet communication application conjoin with the organizational demand; therefore, Virtual Team, a new type of teamwork system, is brought forth. Whether a team is virtual or traditional, it doubtlessly consists of people; however, without mutual-cooperation, the group cannot work efficiently and is arduous to accomplish a target. Apparently, there are various factors influencing the efficiency of a team. Among them, the most critical factors are leadership and team process. This study is to discuss what types of leadership should adopt to make their members cohere and then to be a competent company. The questionnaire of Virtual Team was sampled from the groups related to Information. Firstly, the author referred to the related documents to find out the factors connected to leadership versus a team, and then interviewed six managers experienced at Virtual Team to distinguish the relationships from factors. The author, furthermore, built a research framework and analyzed it in Partial Least Square. The result demonstrates that an increase on the membersâ participation and humanistic leadership make positive impacts on the team process of Virtual Team including communication & interaction, cooperation and conflict reconciliation. The team process, moreover, is the critical factor to affecting team efficiency. Advisors/Committee Members: Hsin - Hui Lin (committee member), Ming-Shang Huang (chair), Fen-Hui Lin (chair).
 Subjects/Keywords: Team leadership; Virtual team; Team development; Team effectiveness
 Cheng, T. (2006). The Impact of Team Leadership in Virtual Environment on Team's Development and Effectiveness . (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0726106-230229
 Cheng, Tsung-wei. “The Impact of Team Leadership in Virtual Environment on Team's Development and Effectiveness.” 2006. Thesis, NSYSU. Accessed April 25, 2019. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0726106-230229.
 Cheng, Tsung-wei. “The Impact of Team Leadership in Virtual Environment on Team's Development and Effectiveness.” 2006. Web. 25 Apr 2019.
 Cheng T. The Impact of Team Leadership in Virtual Environment on Team's Development and Effectiveness. [Internet] [Thesis]. NSYSU; 2006. [cited 2019 Apr 25]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0726106-230229.
 Cheng T. The Impact of Team Leadership in Virtual Environment on Team's Development and Effectiveness. [Thesis]. NSYSU; 2006. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0726106-230229
 24. Conway Hughston, Veronica Carine. consequences of Team Charter Quality:.
 URL: https://etda.libraries.psu.edu/catalog/20503
 ► Since 1996 ABET has mandated that undergraduate engineering degree granting institutions focus on learning outcomes such as professional skills (i.e. solving unstructured problems and working... (more)
 ▼ Since 1996 ABET has mandated that undergraduate engineering degree granting institutions focus on learning outcomes such as professional skills (i.e. solving unstructured problems and working in teams). As a result, engineering curricula were restructured to include team based learning—including team charters. Team charters were diffused into engineering education as one of many instructional activities to meet the ABET accreditation mandates. However, the implementation and execution of team charters into engineering team based classes has been inconsistent and accepted without empirical evidence of the consequences. The purpose of the current study was to investigate team effectiveness, operationalized as team viability, as an outcome of team charter implementation in an undergraduate engineering team based design course. Two research questions were the focus of the study: a) What is the relationship between team charter quality and viability in engineering student teams, and b) What is the relationship among team charter quality, teamwork mental model similarity, and viability in engineering student teams? Thirty-eight intact teams, 23 treatment and 15 comparison, participated in the investigation. Treatment teams attended a team charter lecture, and completed a team charter homework assignment. Each team charter was assessed and assigned a quality score. Comparison teams did not join the lecture, and were not asked to create a team charter. All teams completed each data collection phase: a) similarity rating pretest; b) similarity posttest; and c) team viability survey. Findings indicate that team viability was higher in teams that attended the lecture and completed the charter assignment. Teams with higher quality team charter scores reported higher levels of team viability than teams with lower quality charter scores. Lastly, no evidence was found to support teamwork mental model similarity as a partial mediator of the team charter quality on team viability relationship. Foci for future research opportunities include using: a) online data collection methods to improve participant adherence to similarity rating instructions; b) story or narratives during pre- and posttest similarity rating data collection to create common levels of contextual perception; and c) support to ensure charters are integrated into the full project life cycle, not just a pre-project one time isolated activity. Twenty five sections, on average, of EDSGN 100 are taught each spring and fall semester. Consistent instructor expectations are set for the technical aspects of the course. However, ideas to foster team effectiveness are often left to the discretion of the individual instructor. Implementing empirically tested team effectiveness instructional activities would bring consistency to EDGSN 100 curriculum. Other instructional activities that would be of benefit to engineering educators include qualitative inquiry—asking intrateam process questions (at the mid-point of the project) and in-class reflection—dedicated time, post project,...
 Subjects/Keywords: Engineering; Student Teams; Teams; Team Viability; Team mental model; Teamwork mental model; Team Effectiveness; Team Charter
 Conway Hughston, V. C. (2014). consequences of Team Charter Quality: . (Doctoral Dissertation). Penn State University. Retrieved from https://etda.libraries.psu.edu/catalog/20503
 Conway Hughston, Veronica Carine. “consequences of Team Charter Quality:.” 2014. Doctoral Dissertation, Penn State University. Accessed April 25, 2019. https://etda.libraries.psu.edu/catalog/20503.
 Conway Hughston, Veronica Carine. “consequences of Team Charter Quality:.” 2014. Web. 25 Apr 2019.
 Conway Hughston VC. consequences of Team Charter Quality:. [Internet] [Doctoral dissertation]. Penn State University; 2014. [cited 2019 Apr 25]. Available from: https://etda.libraries.psu.edu/catalog/20503.
 Conway Hughston VC. consequences of Team Charter Quality:. [Doctoral Dissertation]. Penn State University; 2014. Available from: https://etda.libraries.psu.edu/catalog/20503
 25. Yu, Chien-Feng. An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness.
 URL: http://hdl.handle.net/1969.1/3222
 ► Based on a proposed input-process-output model of team goal, leader goal orientation, team cohesion, and team effectiveness, this study examined the influences of the leader... (more)
 ▼ Based on a proposed input-process-output model of team goal, leader goal orientation, team cohesion, and team effectiveness, this study examined the influences of the leader trait goal orientation on the relationships between team goals and team cohesion. Results from 73 five-person teams working on an interdependent command and control simulation game indicated that team learning goal positively relates to team viability. Social cohesion mediates the effects of a team learning goal on team viability. In addition, the leader??s learning orientation moderates the effect of a team learning goal on team task cohesion. Results of supplementary analyses are also presented. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research. Advisors/Committee Members: Porter, Christopher O.L.H. (advisor), Arthur, Winfred (committee member), Wesson, Michael (committee member), Woodman, Richard (committee member).
 Subjects/Keywords: Team effectiveness; Goal orientation; Team cohesion
 Yu, C. (2006). An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness . (Thesis). Texas A&M University. Retrieved from http://hdl.handle.net/1969.1/3222
 Yu, Chien-Feng. “An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness.” 2006. Thesis, Texas A&M University. Accessed April 25, 2019. http://hdl.handle.net/1969.1/3222.
 Yu, Chien-Feng. “An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness.” 2006. Web. 25 Apr 2019.
 Yu C. An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness. [Internet] [Thesis]. Texas A&M University; 2006. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/1969.1/3222.
 Yu C. An I-P-O model of team goal, leader goal orientation, team cohesiveness, and team effectiveness. [Thesis]. Texas A&M University; 2006. Available from: http://hdl.handle.net/1969.1/3222
 26. Mowbray, Denis. Searching for the “mythical unicorn”- the missing link between boards of directors and organisational effectiveness .
 URL: http://hdl.handle.net/10292/4401
 ► The performance of boards and their ability to influence organisational performance is a question that has long vexed researchers. There is general agreement that understanding... (more)
 ▼ The performance of boards and their ability to influence organisational performance is a question that has long vexed researchers. There is general agreement that understanding how boards influence organisational performance is important. The accepted view is that a poor performing organisation has a poor performing board and conversely a high-performing organisation has a high-performing board. Research investigating links between Boards and organisational performance has generally focused on single theoretical approaches (e.g. agency theory, or stewardship theory, etc), while ignoring the complex relationships and interactions that exist and occur between the board and the organisation’s executive. This focus while being informative and opening avenues of research has failed to substantiate a connection between any one theory of the role of the board, or of corporate governance, and improved organisational performance. In general, the extant research has studied how boards influence organisational performance by identifying either single or multiple components of a board’s function, behaviour or structure, e.g. composition, size or CEO/chair duality, etc. and linking these to organisational performance. While causal relationships have been determined, the resulting outcomes, e.g. a stipulated number of independent directors, have not reduced the numbers of high-profile corporate failures (e.g. WorldCom or World Financial Crisis etc) and have failed to mitigate the effects of the Global Financial Crisis. The fundamental questions have remained unanswered – what do boards that govern high-performing organisations have that the boards which govern poor performing organisations do not, and by what mechanism(s) do boards of high-performing organisations influence organisational performance? Boards and the directors that constitute them are not homogeneous in their ability to govern high-performing organisations. Indeed, metaphorically speaking, just as the human gene and DNA determines what we will become as a species, the genes and DNA of a board will determine its capability of governing a high-performing organisation. Drawing from the literature, the research in this thesis proposes that: 1) multiple genes (constructs), namely, intellectual capital and its components (human capital, social capital, structural capital and cultural capital), knowledge sourcing, team effectiveness and leader-member exchange when analysed, would reveal the DNA (characteristics) that determines the performance (high-performing or poor performing) of the organisation the board governs. 2) That when combined inside a new vehicle (model) called the “Third Team”; these enable boards to influence organisational performance. Answering these questions has required new approaches to researching boards and their influence on performance. Identifying the “genes” of boards governing high-performing organisations necessitated the identification of high-performing organisations from within the sample. This entailed... Advisors/Committee Members: Ingley, Coral (advisor), Dickson, Geoff (advisor), Pringle, Judith (advisor).
 Subjects/Keywords: Governance; Performance; Team; Directors; Board; Leader member exchange; knowledge sourcing; Team effectiveness; Intellectual capital
 Mowbray, D. (2012). Searching for the “mythical unicorn”- the missing link between boards of directors and organisational effectiveness . (Thesis). AUT University. Retrieved from http://hdl.handle.net/10292/4401
 Mowbray, Denis. “Searching for the “mythical unicorn”- the missing link between boards of directors and organisational effectiveness .” 2012. Thesis, AUT University. Accessed April 25, 2019. http://hdl.handle.net/10292/4401.
 Mowbray, Denis. “Searching for the “mythical unicorn”- the missing link between boards of directors and organisational effectiveness .” 2012. Web. 25 Apr 2019.
 Mowbray D. Searching for the “mythical unicorn”- the missing link between boards of directors and organisational effectiveness . [Internet] [Thesis]. AUT University; 2012. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/10292/4401.
 Mowbray D. Searching for the “mythical unicorn”- the missing link between boards of directors and organisational effectiveness . [Thesis]. AUT University; 2012. Available from: http://hdl.handle.net/10292/4401
 27. Carvalho, Catarina Azeiteiro de. Team building e equipas de sucesso? Estudo exploratório através de uma empresa especialista.
 Carvalho, Catarina Azeiteiro de. “Team building e equipas de sucesso? Estudo exploratório através de uma empresa especialista.” 2013. Thesis, Technical University of Lisbon. Accessed April 25, 2019. http://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/11247.
 Carvalho, Catarina Azeiteiro de. “Team building e equipas de sucesso? Estudo exploratório através de uma empresa especialista.” 2013. Web. 25 Apr 2019.
 Carvalho CAd. Team building e equipas de sucesso? Estudo exploratório através de uma empresa especialista. [Internet] [Thesis]. Technical University of Lisbon; 2013. [cited 2019 Apr 25]. Available from: http://www.rcaap.pt/detail.jsp?id=oai:www.repository.utl.pt:10400.5/11247.
 28. Zaragoza, Joseph G. A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness.
 URL: http://hdl.handle.net/10657/1472
 ► As the demographics of the workforce continue to rapidly shift, it is of growing interest to organizations to understand how diversity can potentially impact important... (more)
 ▼ As the demographics of the workforce continue to rapidly shift, it is of growing interest to organizations to understand how diversity can potentially impact important workplace outcomes. This study examined perceptions of race discrimination climate which captures the extent to which individuals of diverse demographic backgrounds are treated fairly, respectfully, and with dignity. Using logic from organizational justice theory, social identity theory, and relational demography theory, hypotheses were constructed projecting that race discrimination climate would significantly predict team cohesion and work group effectiveness. Moreover, heterogeneity was projected to moderate the relationships between race discrimination climate and team cohesion and race discrimination climate and work group effectiveness. Bivariate correlations along with a moderated mediation analysis supported hypothesized direct relationships. Favorable race discrimination climates were related to more favorable measures of team cohesion as well as work group effectiveness. Work group demographic heterogeneity did not moderate the relationship between race discrimination climate and team cohesion. Work group demographic heterogeneity did moderate the relationship between race discrimination climate and work group effectiveness such that groups were more likely to report favorable perceptions of work group effectiveness as diversity increased. Less diverse groups with unfavorable perceptions of RDC were more likely to report unfavorable perceptions of work group effectiveness, but the interaction was rather small. Practical and theoretical implications of these findings are discussed. Advisors/Committee Members: Campion, James E. (advisor), Witt, Alan (committee member), Werner, Steve (committee member), Walker, Rheeda (committee member).
 Subjects/Keywords: organizational climate; race discrimination climate; team cohesion; work group effectiveness; team performance; work group demography
 Zaragoza, J. G. (2015). A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness . (Thesis). University of Houston. Retrieved from http://hdl.handle.net/10657/1472
 Zaragoza, Joseph G. “A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness.” 2015. Thesis, University of Houston. Accessed April 25, 2019. http://hdl.handle.net/10657/1472.
 Zaragoza, Joseph G. “A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness.” 2015. Web. 25 Apr 2019.
 Zaragoza JG. A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness. [Internet] [Thesis]. University of Houston; 2015. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/10657/1472.
 Zaragoza JG. A Moderated Mediation Model Examining Work Group Racial Demographic Differences in the Relations between Race Discrimination Climate, Team Cohesion, and Work Group Effectiveness. [Thesis]. University of Houston; 2015. Available from: http://hdl.handle.net/10657/1472
 29. Shieh, Shu-ping. The Influence of Paternalistic Leadership on Echelon Team Effectiveness.
 URL: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0903105-022645
 ► ABSTRACT The purpose of this study is to investigate the effectiveness & influence of paternalistic leadership on top management team. Finally, we want to understand... (more)
 ▼ ABSTRACT The purpose of this study is to investigate the effectiveness & influence of paternalistic leadership on top management team. Finally, we want to understand which element of the paternalistic leadership has effective influence on echelon team effectiveness. And the adaptability of paternalistic leadership model on echelon team leading. This study is according to 840 effective cases from 120 echelon teams belong to primary schools in the country, installed 6 team members completely. It is adopted SPSS FOR WINDOWS as the tool for sampling data in descriptive statistic and examination the correlated coefficient Cronbachâs Î± of all variables. Relativity analysis is used to analyze the relationship among all variables. Block regression analysis is used to examine the predictability of team effectiveness in each element of paternalistic leadership and the paternalistic leadership model. The results are present in below. 1. The elements, benevolence and moral, have significantly positive prediction on echelon team effectiveness, including team performance, team commitment, team cooperation & leading satisfaction . 2. The authoritarianism has significantly negative expectation on echelon team effectiveness excluding team performance. 3. The paternalistic leadership model has significantly prediction on echelon team effectiveness. 4. In paternalistic leadership model, authoritarianism hasnât negative reaction on team performance & team commitment. Keywords: team leadership, paternalistic leadership, echelon team, team effectiveness Advisors/Committee Members: Chin-Kang Jen (chair), Chin-Kang Jen (committee member), Jen-Jsung Huang (chair), I-Heng Chen (chair).
 Subjects/Keywords: team effectiveness; paternalistic leadership; team leadership; echelon team
 Shieh, S. (2005). The Influence of Paternalistic Leadership on Echelon Team Effectiveness . (Thesis). NSYSU. Retrieved from http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0903105-022645
 Shieh, Shu-ping. “The Influence of Paternalistic Leadership on Echelon Team Effectiveness.” 2005. Thesis, NSYSU. Accessed April 25, 2019. http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0903105-022645.
 Shieh, Shu-ping. “The Influence of Paternalistic Leadership on Echelon Team Effectiveness.” 2005. Web. 25 Apr 2019.
 Shieh S. The Influence of Paternalistic Leadership on Echelon Team Effectiveness. [Internet] [Thesis]. NSYSU; 2005. [cited 2019 Apr 25]. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0903105-022645.
 Shieh S. The Influence of Paternalistic Leadership on Echelon Team Effectiveness. [Thesis]. NSYSU; 2005. Available from: http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0903105-022645
 30. Hu, Jia. A Team-Level Social Exchange Model: The Antecedents and Consequences of Leader-Team Exchange.
 URL: http://hdl.handle.net/10027/9233
 ► To date, leadership and team literatures are still disconnected and the relationship between leadership and team remains a largely unexplored research area (Kozlowski & Bell,... (more)
 ▼ To date, leadership and team literatures are still disconnected and the relationship between leadership and team remains a largely unexplored research area (Kozlowski & Bell, 2003; Morgeson, DeRue, & Karam, 2010; Zaccaro, Heinen, & Shuffler, 2009). Integrating theories of social exchange (Blau, 1964) with leadership and team literatures, the current study introduces the construct of leader-team exchange (LTX), the social exchange relationship between a leader and his or her work team. The current study develops a comprehensive model to delineate the antecedents and consequences of LTX at the team level and involves three field investigations to examine the theoretical model. First, interviews with team members and leaders from a variety of contexts provided preliminary evidence of the existence of LTX in teams. Second, results from a pilot study using 251 employees in 60 teams demonstrated the psychometric properties of the LTX measure and supported LTX as a unique multidimensional construct. Third, using three-phased survey data from 67 teams in six companies from the United States and the People’s Republic of China, it was found that leader provision of resources, servant leadership, and shared team goal were significant determinants of LTX, and servant leadership and team-based HR were important antecedents of LTX variance within the team. Results further indicated that after controlling for leader-member exchange (LMX) at the team level, LTX was positively related to team processes (i.e., team potency, team cohesion, and intrateam trust) and team outcomes (i.e., team performance, team OCB, and team viability). Advisors/Committee Members: Liden, Robert C (advisor).
 Subjects/Keywords: leader-team exchange; team process; team effectiveness
 ...impact of leadership on team effectiveness (see Burke, Stagl, Klein, Goodwin, Salas... ...exploring how leader-team interactions affect team synergy and team effectiveness over a long... ...guidance toward achieving team effectiveness. 4 Third, a perhaps more important question... ...motivational processes and effectiveness? Although team members’ motivation for teamwork are seen... ...team effectiveness, reflected in team task performance, team contextual performance (i.e...
 Hu, J. (2012). A Team-Level Social Exchange Model: The Antecedents and Consequences of Leader-Team Exchange . (Thesis). University of Illinois – Chicago. Retrieved from http://hdl.handle.net/10027/9233
 Hu, Jia. “A Team-Level Social Exchange Model: The Antecedents and Consequences of Leader-Team Exchange.” 2012. Thesis, University of Illinois – Chicago. Accessed April 25, 2019. http://hdl.handle.net/10027/9233.
 Hu, Jia. “A Team-Level Social Exchange Model: The Antecedents and Consequences of Leader-Team Exchange.” 2012. Web. 25 Apr 2019.
 Hu J. A Team-Level Social Exchange Model: The Antecedents and Consequences of Leader-Team Exchange. [Internet] [Thesis]. University of Illinois – Chicago; 2012. [cited 2019 Apr 25]. Available from: http://hdl.handle.net/10027/9233.
 Hu J. A Team-Level Social Exchange Model: The Antecedents and Consequences of Leader-Team Exchange. [Thesis]. University of Illinois – Chicago; 2012. Available from: http://hdl.handle.net/10027/9233


type: caselaw

jurisdiction: EU

text:
 7.9.2013
 SV
 Europeiska unionens officiella tidning
 C 260/39
 Överklagande ingett den 19 juli 2013 av Byrån för harmonisering inom den inre marknaden (varumärken, mönster och modeller) av den dom som tribunalen (första avdelningen) meddelade den 14 maj 2013 i mål T-249/11, Sanco mot harmoniseringsbyrån — Marsalman (återgivning av en kyckling)
 (Mål C-411/13 P)
 2013/C 260/70
 Rättegångsspråk: spanska
 Parter
 Klagande: Byrån för harmonisering inom den inre marknaden (varumärken, mönster och modeller) (ombud: J. Crespo Carrillo och A. Folliard-Monguiral)
 Övrig part i målet: Sanco, SA
 Klagandens yrkanden
 Klaganden yrkar att domstolen ska
 —
 upphäva den överklagade domen,
 —
 antingen pröva målet i sak och ogilla överklagandet eller återförvisa målet till tribunalen,
 —
 förplikta sökanden vid tribunalen att ersätta rättegångskostnaderna.
 Grunder och huvudargument
 1.
 Tribunalen åsidosatte artikel 8.1 b i förordning nr 207/2009 (1) genom att grunda sin dom på en felaktig tolkning av omfattningen av de tjänster i klasserna 35 och 39 i Niceklassificeringen som täcks av det sökta varumärket. Bedömningen av likheten mellan varorna och tjänsterna är felaktig, eftersom tribunalen inte har beaktat att de tjänster som omfattas av det sökta varumärket inte kan omfatta sådan verksamhet som någon erbjuder för egen räkning med avseende på de egna produkterna. Frågan huruvida sådana tjänster, i den mening som avses i Niceklassificeringen, måste tillhandahållas av tredje man, är en rättsfråga som bör klargöras av domstolen.
 2.
 Tribunalen åsidosatte artikel 8.1 b i förordning nr 207/2009 när den gjorde prövningen av huruvida varorna och tjänsterna kompletterar varandra med utgångspunkt från huruvida den relevanta omsättningskretsen ansåg att en vara eller tjänst var viktig ”vid inköp av” en annan vara eller tjänst. Tribunalen prövade inte huruvida varornas och tjänsternas kompletterande art grundar sig på ett samspel som är sådant att det rent objektivt är nödvändigt eller önskvärt att de används tillsammans.
 3.
 Tribunalen åsidosatte artikel 8.1 b i förordning nr 207/2009 när den fann att vissa varor och tjänster som kompletterar varandra per automatik ska anses likna varandra trots att det är fråga om en låg grad av likhet, utan att därvid pröva huruvida de skillnader som berodde på andra omständigheter kunde innebära att varorna och tjänsterna inte skulle anses komplettera varandra.
 (1) Rådets förordning (EG) nr 207/2009 av den 26 februari 2009 om gemenskapsvarumärken (kodifierad version), EUT L 78, s. 1.