团队科学创造力的提升需重视团队成就目标导向——被调节的中介效应

基于创造力成分等多维理论，构建以团队反馈寻求行为为中介变量，团队凝聚力为调节变量的被调节的中介效应模型，以期深入解释创新团队成就目标导向如何影响其团队科学创造力。基于129个理工科大学生科技创新团队数据，研究结果表明，团队学习目标导向和团队表现目标导向分别与团队科学创造力有显著的正向和负向关系；团队反馈寻求行为在团队成就目标导向与团队科学创造力间起部分中介作用；团队凝聚力负向调节团队反馈寻求行为与团队科学创造力间的关系，并弱化了团队成就目标导向通过团队反馈寻求行为对团队科学创造力的间接影响。结论对提高科技创新团队科学创造力有一定指导价值。     

Does educational diversity of managers matter for the performance of team‐managed funds?

We study the effect of the educational diversity of managers on the performance of team‐managed mutual funds using a large sample of U.S. equity funds from 1994 to 2013. We consider diversity in terms of both final educational degree and field of educational specialisation. We find that, in general, both types of diversity have a positive impact on fund performance, and our results are robust over a wide range of performance metrics and changes in market conditions.     

高校跨学科创新团队知识互动程度评价研究

知识互动程度评价对改善高校跨学科创新团队知识互动具有重要意义。在界定高校跨学科创新团队知识互动及知识互动程度内涵的基础上，创新性地从知识互动深度、互动广度、互动时间3个维度建立知识互动程度评价指标体系。进一步地，采用三角模糊权重、熵权和模糊积分相结合的方法，构建知识互动程度评价模型。最后，选取一所高校跨学科创新团队进行实例分析，验证评价模型的可操作性，可为高校跨学科创新团队知识互动程度评价提供一个新视角。     

文学课教学中的审美人生教育

文学教育是一种审美教育,其终极目标不在于培养审美兴趣与审美能力,而在于培养审美人生观。这与文学自身的特性及文学鉴赏的要求有关。在文学课教学中落实审美人生教育应抓住作品的生命意识,强化情感体验,将审美与育人结合起来。     

团队软件过程的研究与实践

迄今为止 ,学术界和产业界公认CMM是进行软件过程改进和软件过程评估的一个有效的指导框架 ,但是CMM中未提供有关实现子过程域所需要的软件过程持续改进的知识和技能 ,另外 ,软件产业的成功与发展 ,与软件开发单位的过程管理和过程规范密不可分。只有熟悉PSP(个人软件过程 )和TSP(团队软件过程 ) ,才能提供实施CMM所需要的过程管理改善的效果和技能 ,因此 ,进行PSP(个人软件过程 )和TSP(团队软件过程 )的研究与实践便显得十分必要。本文着重对TSP过程进行了具体的描述。     

以项目团队为基础的组织环境探析

有效项目团队是项目获得成功的关键，而项目团队的高效工作有赖于一定的组织环境。这种组织环境的要点在于：遵循基于分权管理的组织原则；打造便于资源共享的管理平台；建立科学有效的团队评估体系；营造平等合作的组织文化氛围。     

2000～2018年乡村教师队伍建设研究热点与演化趋势研究

从CNKI数据库收录的2000—2018年文献中,筛选出2148篇"乡村教师队伍建设"领域相关文献,利用CiteSpace和SA-TI3.1软件,对样本文献外部特征、关键词共现、知识演进趋势与热点前沿展开知识图谱分析。首先,展示了乡村教师队伍建设研究现状,梳理了发展动态。其次,划分了"科学发展观""教师教育""特岗教师"和"义务教育管理体制"四大热点研究领域。在此基础上将乡村教师队伍建设研究分为3个演进阶段,并总结出"农村小规模学校""乡村教师专业发展""特岗教师"和"教师流动"四个方向为该领域的前沿热点。最后,分别从公费师范生、基础设施建设和乡村教师的幸福感等方面获得了一些启示。     

情感因素与英语教学

双向交流是英语课堂教学的特征，注重情感因素是成功教学的基础。     

Inclusion climate: A multilevel investigation of its antecedents and consequences

This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.     

“Success breeds success” or “Pride goes before a fall”?: Teams and individuals in multi-contest tournaments

We study the impact of progress feedback on players' performance in multi-contest team tournaments, in which team members' efforts are not directly substitutable. In particular, we employ a real-effort laboratory experiment to understand, in a best-of-three tournament, how players' strategic mindsets change when they compete on a team compared to when they compete individually. Our data corroborate the theoretical predictions for teams: Neither a lead nor a lag in the first component contest affects a team's performance in the subsequent contests. In individual tournaments, however, contrary to the theoretical prediction, we observe that leaders perform worse—but laggards perform better—after learning the outcome of the first contest. Our findings offer the first empirical evidence from a controlled laboratory of the impact of progress feedback between team and individual tournaments, and contribute new insights on team incentives.