Strategic alliance team diversity,coordination, and effectiveness

Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.     

Managing sourcing team effectiveness: The need for a team perspective in purchasing organizations

To meet today’s high demands on the purchasing function, sourcing teams have become the standard in contemporary corporate purchasing organizations. Sourcing teams are often started with high expectations. However, after making a promising start many of these teams appear to be unable to operate effectively and to meet management expectations. This study shows that sourcing team effectiveness is particularly hindered by a lack of team perspective in many purchasing organizations. In this paper, the results of a large-scale, cross-sectional survey to address the success factors for sourcing teams are discussed. We aim to clarify the factors behind sourcing team performance, taking into account the specific task and organizational context. It is concluded that purchasing executives should shift their focus towards employee involvement and team processes, to enable teams to actually meet and even surpass the expectations placed on them.     

Assessing the effectiveness of a Marine Environmental Protection Program

The Marine Environmental Protection (MEP) Program of the United States Coast Guard has a responsibility for improving the quality of our oceans and waterways. This paper describes the analytical construct developed for measuring the effectiveness of the program's activities. It discusses how the overall objective was translated into subobjectives, called program elements. Measures of the resources utilized by the program, the activities performed, and the results of those activities are presented. The applicability of regression analysis in relating the resources utilized to performance measures on the program elements is discussed and evaluated in the light of the multi-mission nature of Coast Guard activities.     

Workgroup emotional intelligence: Scale development and relationship to team process effectiveness and goal focus

Over the last decade, ambitious claims have been made in the management literature about the contribution of emotional intelligence to success and performance. Writers in this genre have predicted that individuals with high emotional intelligence perform better in all aspects of management. This paper outlines the development of a new emotional intelligence measure, the Workgroup Emotional Intelligence Profile, Version 3 (WEIP-3), which was designed specifically to profile the emotional intelligence of individuals in work teams. We applied the scale in a study of the link between emotional intelligence and two measures of team performance: team process effectiveness and team goal focus. The results suggest that the average level of emotional intelligence of team members, as measured by the WEIP-3, is reflected in the initial performance of teams. In our study, low emotional intelligence teams initially performed at a lower level than the high emotional intelligence teams. Over time, however, teams with low average emotional intelligence raised their performance to match that of teams with high emotional intelligence.     

Assessing the accuracy of electricity production forecasts in developing countries

This study assesses the accuracy of time series econometric methods for forecasting electricity production in developing countries. An analysis of the historical time series for 106 developing countries over the period 1960–2012 demonstrates that econometric forecasts are highly accurate for the majority of these countries. These forecasts have much smaller errors than the predictions of simple heuristic models, which assume that electricity production grows at an exogenous rate or is proportional to the real GDP growth. However, the quality of the forecasts diminishes for the countries and regions, where rapid economic and structural transformation makes it difficult to establish stable historical production trends.     

Experiencing meaningfulness climate in teams: How spiritual leadership enhances team effectiveness when facing uncertain tasks

This study integrates social information processing theory with leadership and climate literature, and aims to produce novel theoretical insights into whether and how spiritual leadership and task uncertainty foster conditions to enhance meaningfulness climate and subsequent team effectiveness in China. Team effectiveness was operationalized as team performance and team organizational citizenship behavior (OCB). Based on data collected at three time points over 12 months from multiple sources of 123 teams in China, we found that spiritual leadership was positively related to team performance and team OCB through meaningfulness climate. Further, the relationship between spiritual leadership and meaningfulness climate was stronger for teams with high task uncertainty than teams with low task uncertainty.     

Assessing the effectiveness of the Malcolm Baldrige National Quality Award model with municipal government

This study examines the applicability of the MBNQA 2002 criteria to the government sector and contributes to the growing body of literature that addresses the need for performance metrics for government organizations. As the MBNQA is being proposed and pilot tested in government organizations, this work provides support for the transference and application of the model to government services in a municipal government.This study demonstrates the first structural model test using Partial Least Square (PLS) of an instrument that was based on a one-to-one item to criteria correspondence. We collected data from a city government and used PLS to analyze the survey data and tested the MBNQA model fit. The findings of this study show that the proposed Malcolm Baldrige National Quality Award (MBNQA) criteria-based instrument provides a viable set of measures for a municipal government to review and measure their business (organization) processes. These measures can enhance decision making about resource allocations because such measures allow evaluation of processes and a better understanding of the integration among these processes.     

Effects of school team embeddedness on team trust and potency

This research surveyed a total of 323 local and foreign university students in Taiwan to examine the relationships of on- and off-the-team embeddedness with team behaviors by using the job embeddedness scale (JES) developed and validated by Lee et al. (Acad Manag J 47(5):711–722, 2004) and Mitchell et al. (Acad Manag J 44(6):1102–1121, 2001). The two composites of team embeddedness were measured with a total of 28 items, which asked students the extent to which they valued the attachment to their class team and school. For both local and foreign students, this research found that on-the-team embeddedness would affect team trust and team potency significantly while team trust would cause a positive direct effect on team potency. For foreign students, however, off-the-team embeddedness would not affect team potency significantly until team trust was introduced as a mediator. Moreover, significant differences were found in the relationships of nationality and years in university with off-the-team embeddedness. This study provides original evidence for the application of JES to school team relationships, and the link between school embeddedness and team effectiveness.     

Play and learn team building

In order to have a team function correctly, power must be distributed equally, with no team member having more perceived power than any other. It is this leveling of the playing field that allows the team to develop and to stimulate the creative juices of its members. This article discusses techniques that can help an organization break down the power barriers and permit its employees to become a cohesive unit--a team.     

论营销团队建设与管理

随着现代企业环境的信息化、全球化、人本化,企业间的竞争也愈发激烈,传统的个人营销模式已完全被团队营销模式所取代,如企业拥有高效的营销团队可在激烈的市场竞争中占据强大的竞争优势。文章阐述了企业团队建设的重要性,以及高效团队所具备的特征,并分析了我国目前卷烟营销团队存在的观念老化、能力老化、心态老化、精神状态老化等问题,同时对建设高效营销团队的途径进行了探讨。     

The effectiveness of socially sustainable sourcing mechanisms: Assessing the prospects of a new form of joint regulation

The traditional mechanisms for improving and protecting labour standards in advanced economies are failing. In Britain, the effectiveness of collective bargaining has diminished substantially over the past quarter century. Legally enforceable minimum labour standards have been an inadequate substitute. A new form of ‘joint regulation’ is emerging that may be better attuned to the contemporary structure of product market competition. It involves employers and unions coordinating action on labour standards across the supply chains of firms that contribute to the production of a particular good or service. This article explores the circumstances in which these ‘socially sustainable sourcing’ mechanisms develop and examines their impact on labour standards, by means of two case studies.     

Startup team contributions and new firm creation: the role of founding team experience

The likelihood of nascent entrepreneurs making the transition from a new venture idea to a profitable business is argued to be contingent on the breadth of the resources available within the startup team. Team industry and startup experience are deemed to influence the entrepreneurs’ ability to profitably establish the venture in the market via the mobilization of team resources. Using a sample of nascent entrepreneurs in the USA, we show that team resource heterogeneity has a positive impact on profitable firm creation. Moreover, this positive effect is greater as the team has more experience in the industry in which the new business will compete.     

Multiproject team assignments

We consider expected profit maximizing mechanisms for a principal who has to allocate a group of agents among a number of projects, assuming that the principal has incomplete information about each agent's ability type, and the agents follow the Bayes-Nash or the dominant strategy equilibrium behavior. We find that while expected profit maximizing mechanisms are similar to the optimal auction (Myerson, 1981), the incentive compatibility constraints are much more restrictive. Interestingly, these constraints are satisfied if each agent's characteristics change in a consistent manner not only with types, but also from project to project. Received: 30 April 1997 / Accepted: 22 December 1998     

高绩效团队建设浅探

文中主要谈及对高绩效团队建设的必要性,从怎样认识团队的战略意义到规范团队管理：从如何导入团队绩效管理,建立强势团队文化到团队的学习和发展、团队领导力的提升等方面进行了论证。为企业进行团队建设与管理的具体实践提供一定帮助。     

Interpersonal team leadership skills

To say that a team leader's job is a tough one is certainly not saying enough. It is up to the team leader to manage a group of people to be individuals but yet work as a team. The team leader must keep the peace and yet create a revolution with this group all at the same time. The good leader will require a lot of education, training, and tons of practical application to be a success. The good news, however, is that the team leader's job is a rewarding one, one that they'll always feel good about if they do it right. How many of us get the opportunity to take a group of wonderful, thinking individual minds and pull from them ideas that a whole team can take to success? Yes, the job is indeed tough, but the paybacks are many.     

Paying for team results

When employees work in teams, the whole organization benefits with better results and increased profits. But what benefits do employees get as a result of teamwork? How can their attention be properly focused on the kinds of results the organization needs? And, how should they be rewarded for producing the desired results? Let's explore the options.