• Journal of Distribution Science
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• v.15 no.7
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• pp.19-24
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• 2017

Purpose - There are several problems that organizations face to make a better team-based system such as free-rider issue, assigned difficult jobs unfairly and bickering between high performers and average performers. The purpose of this study is to provide solutions for practitioners through past academic studies on how organizations can resolve several issues in team management. Ultimately, it would lead to employees as better performers for organization's profitability and customers' satisfaction. Research design, data, and methodology - Solution 1 - put employees who have a similar performance ability together into a same team and apply 'growth' approach for low performance team. Solution 2 - make a new evaluation system which is balanced between individual's performance and team's performance. Solution 3 - monitor thoroughly to diffuse difficult works equally among teams and develop management practice system that may prevent or resolve difficult work-loads for a team or an individual performer. Result - Investigation suggests that organizations may resolve three conflicts which come from team base system. Moreover, the implications of results show that the most important criteria in team management depend on whether performers have a similar ability in the same team and management handles issue of justice and the performance of each employee is evaluated by total team performance evaluation simultaneously. Conclusions - All in all, our recommendation concludes that if three issues are resolved, the lack of trust in team-based system among team members will be missed.

• Journal of Information Technology Services
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• v.15 no.1
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• pp.113-129
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• 2016

Recently, as Information System projects tend to be more complex, the importance of Information System Audit increases. In the same context, the need for the resident IS Audit also increases, which is supposed to deal with the possible risks and urgent issues by providing the appropriate support and timely coordination during IS project. Basically, for the effective IS Audit, the IS audit team members should be able to understand such a business context as work characteristics, business knowledge, goals, and culture of the organization. The audit team members should also be able to share the various knowledge of Information Technology and audit procedure with the owner of the project. Especially, for the resident audit, it is more important to fill the gaps in expertise between project owner and audit team. However, any studies on the need of common knowledge base (knowledge complementarities) in the IS audit have not been done so far. The purpose of this study is to analyze whether the knowledge complementarity based on inter-organizational communication between the project owner and audit team members makes an effect on the fidelity and performance of IS audit. In order to do this, the relationship among inter-organizational communication and knowledge complementarity, the fidelity of IS audit service, and performance of IS audit has been analyzed, using Structural Equation Model. The result shows that all the relationship is significant, which means that knowledge complementarity between the two different interest groups should be an effective factor on the fidelity and performance of IS audit. This result implies that, for better quality of IS Audit service, how to acquire the knowledge complementarity between the project owner and Audit team should be considered seriously as well as systematically in the process of IS Audit.

• Research in Community and Public Health Nursing
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• v.4 no.1
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• pp.25-37
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• 1993

This study was designed to identify the performance of occupational health services of 37 industries located in Kyung in area. The data was collected by a structured questionnaire developed by the Academic society of Community Nursing. This analysis had two factors, one was related to six of the industries, and the other was the actual assignment procedures of the health team members. This study was undertaken from December 4, 1992 to January 21, 1993. The results of the study were as follows: 1. The study group was primarily manufacturing industries which employed 300-1,000 employees. 2. The actual assignment state of occupation health team members with the exception of nurses was not kept to the regulations of the industrial safety health law. 3. The following was the analysis of the performance of occupational health services with two factors: 1). The larger the size of the six industries, the more the performance of health education, health assessment, and health screening. 2) The actual. practice of occupational health team members working environmental measurement, was more frequently performed by a nurse other than health team members together. 4. 1) The subscription rate of the laborers for primary health screening was 94%, and of these 10% had the need of secondary health screening. As a results of the secondary health screening the degrees were 'A' 45%, 'C' 92%, 'R' 21%. Of these degrees 'C', 'R' 4% were follow up cases. 2) 43% of laborers needed special health screening and .of these the subscription rate was 99%. The main item of the special health screening was physical factors. After the special health screening 46% required .follow up, 30% required medical treatment, only reporting 18%, change work 8%, suspension from work place 2%.

• The Journal of the Korea Contents Association
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• v.16 no.1
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• pp.766-777
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• 2016

This study is aimed at suggesting the implications about the utility of team system and importance of leadership through the analysis of what influence of transformational leadership and self leadership has on team performance. This study used the LMX theory & social exchange theory arguing that exchange relation quality forms between organizational members, and situational theory stating that leadership suited for business environment should be displayed as the theoretical background of this research. This study, targeting 9 domestic energy-related public enterprises, proved the research hypotheses through regression analysis under SPSS 20.0 by using the effective data on 880 respondents from 166 teams in total. As a result of the research, a team leader's transformational leadership was found to have a positive influence on team performance, and the behaviour strategy, and cognitive strategy of self leadership were found to significantly modulate the relation between a team leader's transformational leadership and team performance, thus getting to adopt all of the initially-set research hypotheses. The salient point was that the effect was found to be much stronger from the group whose self leadership was low. What this research results imply is that if a team leader in team organization should look to it that team members themselves could be self-motivated by assigning goals, which can be put into practice with concern, to the members of a group whose self leadership is relatively low, team performance could improve more clearly than would otherwise be the case.

• The Journal of Society for e-Business Studies
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• v.15 no.2
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• pp.137-166
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• 2010

A virtual team is defined a group of people that use electronic communications for some or all of their interactions with other team members. Because team members of a virtual team are physically and temporally distributed, a team's transactive memory system(TMS) is considered to be crucial for the team's effectiveness and performance. TMS refers to a set of individual memory systems which integrate knowledge possessed by particular members through a shared awareness of who knows what. This paper seeks to understand (1) how a virtual team's TMS influences team performance, and (2) what factors contribute to developing the team's TMS. Given these purposes, through the extensive literature review, we first identified components and antecedents to develop a theoretical model that predicts a virtual team's performance. Using the survey data gathered from 172 virtual teams, this study found that expertise location, coordination, and cognition-based trust which were proposed as three components of TMS positively influenced a virtual team's performance. Furthermore, this study uncovered that perceived media richness, network tie strength, and shared norms significantly influenced the components of TMS, while geographical dispersion did not exert any significant influence on TMS.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.11 no.2
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• pp.101-111
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• 2016

Startup has lot of limitation such as time and budget shortage, and few human resources, and may be under the very stressful condition. Naturally in these context, there is always conflict among the startup team members, but the impact of conflict on teamwork or team performance has not been empirically tested. This study examines the relationship among the conflict, teamwork and team performance in startup context. Different two types of conflict and four factors of teamwork for team performance are identified from a literature review and tested; task conflict and relationship conflict as antecedents, teamwork was composed of communication, collaboration, coordination and cohesion, leading to team performance. 142 data points were collected from startup representatives to test these hypotheses. PLS data analysis indicated that the task conflict positively effects on all teamwork factors, but relationship conflict has statistically significant effect on only two teamwork factors, collaboration and coordination in negative relationship. Teamwork factors effects on team performance except communication. Based on the results, we proposed practically several team management skills for startup managers, leaders and even members, and explained theoretical contributions.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.53-79
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• 2010

The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment. the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second. the manager of the project team, particularly the middle managers should have both a performance-oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one's effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.

• Korean Journal of Adult Nursing
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• v.20 no.2
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• pp.353-363
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• 2008

Purpose: This study was conducted to develop a timeout protocol as the process of patients verification in the operating room, and to evaluate its effects. Methods: The timeout protocol was developed based on the experience of practices and the universal protocol of JCAHO 2004. The subjects of this study were 192 surgical members working in the operating room at an university hospital in Daegu, Korea. Results: The timeout protocol was developed in six steps; participants verification, encouragement of compliance, verification of right 3 PSP, agreement of surgical team members, verification of the parties to a patient, patient agreement. The data which have been resulted from the experimental group show significantly higher than those of control group as follows; cognition(t = -6.580, p = .000), contents of performance; progress of anesthesiologist as leader(${\chi}^2$ = 29.029, p = .000), verification of right patient, right site and right procedure(${\chi}^2$ = 40.663, p = .000), participation of surgical team(${\chi}^2$ = 68.412, p = .000), and the number of cases of performance(${\chi}^2$ = 242.900, p = .000). Conclusion: It suggests that medical accidents caused by failures in a preoperative verification process can be prevented if a timeout is conducted active involvement and effective communication among surgical team members for a final verification of the correct patient, procedure, and site.

• Journal of Distribution Science
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• v.19 no.7
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• pp.19-27
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• 2021

Purpose: Former research has argued that organizations in distribution channels face several issues to make a better team-based system. The purpose of the present research is to measure between employee's job performance and three major issues which disturb a solid team system. Research design, data and methodology: Scant past studies are available to guide for team practitioners which elements should be eliminated to improve team performance. To achieve this goal, the present authors obtained 267 US workers in distribution channels and conducted ANOVA test to measure the relationship between three team issues (Free-rider, Trust, and Communication) and job performance. Results: Our statistical findings clearly suggests that there was a statistically recognizable difference at the significance level of probability between the mean value of employees' job performance and three major issues, showing the high degree of job performance can be occurred by eliminating three major team issues. Conclusions: Therefore, the present research concludes that it is necessary that team-based management in the supply chain should focus on removing free-rider issues and also adopt open communication lines to overcome team-building challenges due to communication. Above all else, the ability to increase trust can be enhanced via task delegation and more team members' engagement.

• Asia pacific journal of information systems
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• v.10 no.3
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• pp.105-120
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• 2000

The objective of this paper is to show how team study can be advanced with the aid of a current computer technology, that is distributed Artificial Intelligence(DAI). Studying distributed problem solving by using groups of artificial agents, DAI can provide important ideas and techniques for the study of team behaviors like team decision making. To demonstrate the usefulness of DAI models as team research tools, a DAI model called 'Team-Soar' was built and a simulation experiment done with the model was introduced, Here, Team-Soar models a naval command and control team consisting of four members whose mission was to identify the threat level of aircraft. The simulation experiment was performed to examine the relationships of team decision scheme and member incompetence with team performance. Generally, the results of the Team-Soar simulation met expectations and confirmed previous findings in the literature. For example, the results support the existence of main and interaction effects of team decision scheme and member competence on team performance. Certain results of the Team-Soar simulation provide new insights about team decision making, which can be tested against human subjects or empirical data.