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The interaction of time on the relat...

Wells-Bernard, Kimberly L.

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The interaction of time on the relationship between team behaviors and team outcomes.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The interaction of time on the relationship between team behaviors and team outcomes./
Author:	Wells-Bernard, Kimberly L.
Description:	164 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-08(E), Section: B.
Contained By:	Dissertation Abstracts International75-08B(E).
Subject:	Psychology, Industrial. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3620041
ISBN:	9781303897207

The interaction of time on the relationship between team behaviors and team outcomes.
Wells-Bernard, Kimberly L.

The interaction of time on the relationship between team behaviors and team outcomes. - 164 p.

Source: Dissertation Abstracts International, Volume: 75-08(E), Section: B.

Thesis (Ph.D.)--Hofstra University, 2014.

The nature of work has completely transformed in the past half century; becoming more complex and global in scope. As a result, companies have shifted from "individual jobs in functionalized structures to teams embedded in more complex systems" (Mathieu, Marks, & Zaccaro, 2001). Thus, teams have become the basic work unit. This shift has resulted in a wealth of research aimed at identifying factors that maximize their effectiveness (Pearsall, 2006). While a number of studies have examined the variables related to team effectiveness, there is a dearth of research in two neglected areas: (1) the relationship between team behaviors and team outcomes, and (2) the moderating effects of time on that relationship. Further, theoretical and methodological diversity that exists across lines of research hinder the consolidation and integration of the findings obtained.

ISBN: 9781303897207Subjects--Topical Terms:

520063
Psychology, Industrial.

The interaction of time on the relationship between team behaviors and team outcomes.
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020 $a 9781303897207
035 $a (MiAaPQ)AAI3620041
035 $a AAI3620041
040 $a MiAaPQ $c MiAaPQ
100 1 $a Wells-Bernard, Kimberly L. $3 2103542
245 1 4 $a The interaction of time on the relationship between team behaviors and team outcomes.
300 $a 164 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-08(E), Section: B.
500 $a Adviser: William Metlay.
502 $a Thesis (Ph.D.)--Hofstra University, 2014.
520 $a The nature of work has completely transformed in the past half century; becoming more complex and global in scope. As a result, companies have shifted from "individual jobs in functionalized structures to teams embedded in more complex systems" (Mathieu, Marks, & Zaccaro, 2001). Thus, teams have become the basic work unit. This shift has resulted in a wealth of research aimed at identifying factors that maximize their effectiveness (Pearsall, 2006). While a number of studies have examined the variables related to team effectiveness, there is a dearth of research in two neglected areas: (1) the relationship between team behaviors and team outcomes, and (2) the moderating effects of time on that relationship. Further, theoretical and methodological diversity that exists across lines of research hinder the consolidation and integration of the findings obtained.
520 $a In the present investigation, seventeen teams were required to complete three tasks, all by communicating with each other through internet-based group discussion boards. Subsequently, experts assessed the discussion boards to determine the quality of team behaviors and related group outcomes. The findings suggest that researchers must consider both the level of analysis and influence of temporal factors in studying the effects of team behaviors on team outcomes. At Time 1, team behaviors loaded on a single component ('teamwork process'). At Time 2, the team behaviors organized into two structures: planning/coordination and mutual performance monitoring behaviors loaded on a 'coordination' dimension, while intrateam feedback and task-related assertiveness behaviors loaded on a second, much smaller dimension labeled 'information sharing'. Further analysis revealed that the two dimensions did not function in the same manner. 'Information sharing' correlated with the outcome criteria (r= .550, p<.05), while 'coordination' had no relationship at all to the dependent measure. At Time 3, the structure of the dimensions changed yet again. 'Information sharing' increased substantially in importance becoming the larger of the two component structures, while the 'coordination' dimension split, reverting back to its original behaviors: mutual performance monitoring and planning/coordination. Additionally, planning/coordination behaviors seeped across each of the larger structures attenuating the correlational relationship between the two, as well as, the effects of 'information sharing' on the dependent variable. These findings support the assertion that restricting the level of analysis (e.g., whether at the narrow behavior, intermediate dimension or construct level) greatly reduces visibility into the nuances that influence the relationship between behaviors and outcomes. Further, time moderates both the relationship and type of team behaviors displayed.
590 $a School code: 0086.
650 4 $a Psychology, Industrial. $3 520063
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Psychology, Social. $3 529430
690 $a 0624
690 $a 0703
690 $a 0451
710 2 $a Hofstra University. $b Applied Organizational Psychology. $3 1684927
773 0 $t Dissertation Abstracts International $g 75-08B(E).
790 $a 0086
791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3620041