Emerald | Team Performance Management | Table of Contents http://www.emeraldinsight.com/1352-7592.htm Table of contents from the most recently published issue of Team Performance Management Journal en-gb Thu, 01 Jan 1970 01:00:00 +0100 2014 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Team Performance Management | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/tpmcover.gif http://www.emeraldinsight.com/1352-7592.htm 120 157 Psychometric properties and factor structure of the Italian version of the “Aston Team Performance Inventory” http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107771&show=abstract http://www.emeraldinsight.com/10.1108/TPM-05-2013-0016 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The aim of this paper is to present the Italian version of the Aston Team Performance Inventory (the ATPI), to assess its psychometric properties and whether its factor structure reflects the input-process-output (I-P-O) model. <B>Design/methodology/approach</B> – The ATPI was administered to 702 Italian employees working in teams, recruited from the National Health Service (50.3 percent) and from public and private organizations (49.7 percent). To assess the psychometric properties of the ATPI's items, evaluation of discriminating power was performed. In addition to the reliability analyses, a confirmatory factor analysis of the full I-P-O model was also conducted. <B>Findings</B> – Significant results of the Italian version of the ATPI arise from the psychometric properties, dimensions and factor structure. Results align with the English version of the inventory. <B>Research limitations/implications</B> – The sample was limited and was not selected randomly. Future research should, therefore, expand the sample size and involve several types of Italian organizations. Considering these significant results, future research should validate the Italian version of the ATPI. <B>Originality/value</B> – To the authors' knowledge, the Italian literature is missing instruments for the assessment of team performance in organizations. Consequently, the present study provides evidence of the value of the Italian version of the ATPI. Article literatinetwork@emeraldinsight.com (Antonino Callea, Flavio Urbini, Paula Benevene, Michela Cortini, Lisa Di Lemma, Michael West) Thu, 01 Jan 1970 01:00:00 +0100 Team processes for adaptive and innovative outcomes http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107772&show=abstract http://www.emeraldinsight.com/10.1108/TPM-05-2013-0012 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The aim of this paper is to consider how exploitative and exploratory team processes contribute to adaptive and innovative outcomes. The paper integrates the team learning and team adaptation literature and examines factors that stimulate and support exploitative and exploratory processes in interdisciplinary and homogeneous teams. This has implications for team learning research and facilitation that fosters adaptation and innovation. <B>Design/methodology/approach</B> – The paper reviews how teams learn to be exploitative and exploratory and the extent to which adaptive and innovative outcomes ensue. The paper suggests the value of teams understanding how different conditions (environment, leadership, member characteristics, and team composition) affect team members' interactions as they learn and apply exploitative and exploratory processes to produce adaptive and/or innovative outcomes. <B>Findings</B> – Teams learn frames of reference for being exploitative and exploratory influenced by environmental conditions, leadership, particularly leadership that creates psychological safety, and team member characteristics and team. Interdisciplinary team composition and resulting possible subgroup formation pose challenges for exploitative and exploratory teams. <B>Research limitations/implications</B> – Future research should study teams over time to observe subgroup formation and integration, and facilitation by leaders, team members, and group dynamics professionals to support exploratory and exploitative frames and the emergence of adaptations and innovations. <B>Practical implications</B> – Teams may be more successful in implementing innovations when they have learned how to weave between exploratory and exploitative frames of behavior. <B>Originality/value</B> – The paper applies exploitative and exploratory processes to teams to increase their capacity to produce adaptive and innovative outcomes. Article literatinetwork@emeraldinsight.com (Manuel London) Thu, 01 Jan 1970 01:00:00 +0100 Trust tokens in team development http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107773&show=abstract http://www.emeraldinsight.com/10.1108/TPM-03-2013-0006 <strong>Abstract</strong><br /><br /><B>Purpose</B> – Computer-mediated communication systems (CMCSs) have become the standard for supporting virtual teamwork. However, interpersonal trust formation though CMCSs is impaired due to limited media richness of the communication channels. The aim of this paper is to identify trust forming cues that occur naturally in face-to-face environments and are suitable to include in CMCSs design, to facilitate greater trust in virtual teams. <B>Design/methodology/approach</B> – To select cues that had a strong effect on fostering trust behaviour, a non-participatory ethnographic study was conducted. Two student teams at the University of Waterloo were observed for 6-12 months. Researchers identified mechanisms used for building trust and bridging team developmental barriers. <B>Findings</B> – The paper identifies five trust tokens that were effective in developing trust and bridging team developmental barriers: expertise, recommendations, social capital, willingness to help/benevolence, and validation of information. These behavioural cues, or behavioural trust tokens, which are present in face-to-face collaborations, carry important trust supporting information that leads to increased trust, improved collaboration, and knowledge integration. These tokens have the potential to improve CMCSs by supplementing the cues necessary for trust formation in virtual environments. <B>Practical implications</B> – This study identifies important mechanisms used for fostering trust behaviour in face-to-face collaborations that have the potential to be included in the design of CMCSs (via interface design objects) and have implications for interface designers, team managers, and researchers in the field of teamwork. <B>Originality/value</B> – This work presents the first ethnographic study of trust between team members for the purpose of providing improved computer support for virtual collaboration via redesigned interface components. Article literatinetwork@emeraldinsight.com (Plinio Pelegrini Morita, Catherine Marie Burns) Thu, 01 Jan 1970 01:00:00 +0100 Common incentives for teamwork – the unspoken contract's significance http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107774&show=abstract http://www.emeraldinsight.com/10.1108/TPM-04-2013-0011 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The aim of this paper was to identify and study common incentives for teamwork. <B>Design/methodology/approach</B> – The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12-18 months. Data were collected through interviews (<IT>n</IT>=48) and observations (<IT>n</IT>=52) of the teamwork at treatment conferences. <B>Findings</B> – The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion. <B>Research limitations/implications</B> – The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution. <B>Practical implications</B> – The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved. <B>Originality/value</B> – The significance of common incentives and the unspoken contract in the team is identified. Article literatinetwork@emeraldinsight.com (Johan M. Berlin) Thu, 01 Jan 1970 01:00:00 +0100 Effects of team member psychological proximity on teamwork performance http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107775&show=abstract http://www.emeraldinsight.com/10.1108/TPM-03-2013-0007 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The aim of this paper is to examine whether team-members' psychological proximity affects the degree of teamwork quality and therefore affecting the team performance. <B>Design/methodology/approach</B> – A survey instrument was developed based on extant literature reviews, and administered among information technology professionals. Collected data were analysed using partial least square (PLS) method. <B>Findings</B> – Team-members' psychological proximity is found to be significantly related to teamwork quality. The magnitude of relational coefficients between sub-dimensions of psychological proximity and those of teamwork quality turned out to be different from each other. <B>Research limitations/implications</B> – Psychological proximity is found to critically influence teamwork and performance in IT teams. Also, the four-factor model developed from previous literature is validated for further use. Snowball sampling using IT professionals is the major limitation of this study. <B>Originality/value</B> – Studies on teamwork quality that employs psychological proximity are scarce. Socialising in workplaces is sometimes viewed as an unproductive activity, however, socialising decreases psychological proximity among team-members, increasing teamwork quality. In addition, examining the psychological proximity in team-members adds to the growing literature on teamwork quality. Article literatinetwork@emeraldinsight.com (Myungsuk Cha, Jun-Gi Park, Jungwoo Lee) Thu, 01 Jan 1970 01:00:00 +0100 Team Performance Management: looking into the past and planning for the future http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107776&show=abstract Editorial literatinetwork@emeraldinsight.com (Petru L. Curseu) Thu, 01 Jan 1970 01:00:00 +0100 2013 Awards for Excellence http://www.emeraldinsight.com/journals.htm?issn=1352-7592&volume=20&issue=1&articleid=17107777&show=abstract 2013 Awards for Excellence Thu, 01 Jan 1970 01:00:00 +0100