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Creating winning information technology project teams in the public sector

Peled, Alon - In: Team Performance Management: An International Journal 6 (2000) 1/2, pp. 6-15

Can we import the high‐performance team theory developed in the private sector into the public sector in order to … effective workgroups (weaker than the private sector’s high‐performance teams but stronger than the weak committees that …

Persistent link: https://www.econbiz.de/10015031071

Team performance management: enhancement through Japanese 5‐S principles

Sui‐PPheng, Low; Danielle Khoo, Sarah - In: Team Performance Management: An International Journal 7 (2001) 7/8, pp. 105-111

enhance team performance by drawing management and staff to a common set of organisational objectives. Proposes the …

Persistent link: https://www.econbiz.de/10015031086

Factors affecting successful implementation of high performance teams

Castka, P.; Bamber, C.J.; Sharp, J.M.; Belohoubek, P. - In: Team Performance Management: An International Journal 7 (2001) 7/8, pp. 123-134

outstanding performance and are the primary unit of performance for increasing numbers of organisations. Nevertheless, high … performance teams (HPTs) are a rarity. Presents the results of collaborative research aimed at determining the factors affecting … aimed at rejuvenating team performance in UK small‐ to medium‐sized enterprises. …

Persistent link: https://www.econbiz.de/10015031088

We think we can, we think we can, we think we can: the impact of thinking patterns and self‐efficacy on work team sustainability

Houghton, Jeffery D.; Neck, Christopher P.; Manz, Charles C. - In: Team Performance Management: An International Journal 9 (2003) 1/2, pp. 31-41

cognitive principles of individual‐level effort and performance sustainability. This model is designed to provide some practical … insights into the long‐term team performance sustainability issue while also serving as a possible foundation for future …

Persistent link: https://www.econbiz.de/10015031108

On the illusion of organizational commitment among finance professionals

Furtmueller, Elfi; van Dick, Rolf; Wilderom, Celeste P.M. - In: Team Performance Management: An International Journal 17 (2011) 5/6, pp. 255-278

organizational commitment is unrelated to performance. While employed finance professionals experience conflicts between … on individual sales. Individual performance ratings were found to prevent the development of strong branch or team …‐employed); whereas customer and professional commitment were associated with high performance motivation. …

Persistent link: https://www.econbiz.de/10015031298

Teamwork: the essence of the successful organization

Twomey, Karen; Kleiner, Brian H. - In: Team Performance Management: An International Journal 2 (1996) 1, pp. 6-8

Defines the essential factors for the development of effective teams including elements such as members with the right mix of skills, clear goals, upper management support and incentives and challenges. Describes the process of team development and affirms the value of teams in ensuring a...

Persistent link: https://www.econbiz.de/10015031358

Managing effectively through teams

Harris, Philip R.; Harris, Kevin G. - In: Team Performance Management: An International Journal 2 (1996) 3, pp. 23-36

Points out that, if high performance is to be sustained in metal‐industrial organizations, co‐operative action among … performance beyond the sum of individual member efforts. Suggests that behavioural scientists can provide team building to ensure …

Persistent link: https://www.econbiz.de/10015031374

A guide to team incentive systems

Hoffman, Jody R.; Rogelberg, Steven G. - In: Team Performance Management: An International Journal 4 (1998) 1, pp. 23-32

team performance. The present paper reviews such incentive systems, including: team gainsharing/profit‐sharing incentive …

Persistent link: https://www.econbiz.de/10015031407

Self managing teams in high technology manufacture: overcoming technological barriers

McCalman, James - In: Team Performance Management: An International Journal 4 (1998) 3, pp. 93-112

This paper examines the introduction of self managing teams into a high technology workplace. The paper looks at the managerial and organizational implications of developing teams in what was considered a high technology environment where the physical restrictions of manufacture were assumed to...

Persistent link: https://www.econbiz.de/10015031411

Ax = Pa

Ryder‐Smith, Jocelyn - In: Team Performance Management: An International Journal 4 (1998) 8, pp. 315-318

Successful teams and successful managers know that we should expect problems as well as success. They name the real issues and work with them for learning and positive change. However, some attempts at getting teams or individuals “unstuck” when they are having problems make things much...

Persistent link: https://www.econbiz.de/10015031424