• Knowledge Management Research
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• v.6 no.2
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• pp.67-90
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• 2005

Attention has been focused recently on the concept of shared cognition which encompasses the notion that effective team members hold knowledge that is overlapping and complementary with teammates. This shared cognition is expected to improve team effectiveness. In contrast to the continued efforts in developing theoretical approach of shared cognition, empirical studies are meager. Thus, we conducted an empirical study to investigate the role of shared cognition on team effectiveness. This study classifies shared cognition into two types, team mental model and transactive memory system, by shared meaning. A total of 121 new product development teams in the IT industry were surveyed for the data collection. The results of analysis can be summarized as follows: first, team mental model has a positive influence on team performance, team innovative behavior and team learning effect. And the relation with team mental model and team performance is moderated by the similarity of knowledge structure among the expert. Second, transactive memory system has a positive influence on team performance, team innovative behavior and team learning effect.

• The Journal of Korean Association of Computer Education
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• v.10 no.3
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• pp.31-38
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• 2007

The purpose of the study was to examine the correlations between team cognition and team process and team performance in e-learning based team learning environment. 55 graduate students consisting of 11 teams participated in the study voluntarily during the spring semester. In the result, it was found that team cognition had no relationship with team process and performance although sub-variables of team cognition and team process as well as team performance had a significant relation with each other. Some further research issues were addressed in terms of team leadership and potential variables affecting each variables.

• Journal of the Korean Data Analysis Society
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• v.20 no.6
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• pp.2781-2792
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• 2018

From a cognitive perspective, this study investigates the role of emergent leaders in developing team cognition and affecting team performance. With application of the cognitive complexity theory, this study hypothesizes that emergent leaders' cognitive complexity will be positively associated with team cognitive complexity, and that team cognitive complexity will be positively associated with team performance. In addition, team cognitive complexity is hypothesized to mediate the effect of the cognitive complexity of emergent leaders on team performance. To test the research hypotheses, data were obtained from 100 teams comprising a total of 339 undergraduate students who participated in a business simulation game. The findings of this study suggests that the cognitive complexity of emergent leaders is a significant predictor of team cognitive complexity, and that team cognitive complexity is positively related to team performance. Moreover, team cognitive complexity significantly mediates the effect of emergent leaders' cognitive complexity and team performance.

• Journal of electromagnetic engineering and science
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• v.13 no.4
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• pp.208-213
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• 2013

This paper proposes a tag antenna for radio frequency identification (RFID) food system. The RFID tag antenna is designed and fabricated based on the rectangular loop concept used in the UHF band (Korean and Japanese standards, 916.7-923.5MHz). The proposed tag antenna is composed of a radiation patch, sensor tag chip, temperature sensor, oscillator, and battery. We conjugated matching between the tag antenna and the sensor tag using a U-shaped stub. Details of the proposed tag antenna design and the simulated and measured results are presented and discussed.

• Journal of Industrial Convergence
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• v.21 no.1
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• pp.9-31
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• 2023

This study is a study on the different cognitive systems and different knowledge systems of members participating in complex and diverse consulting projects, and it is a study on team collaboration that affects the team performance of the project. The purpose of this study is to analyze the mediating effects of team shared cognition, team transactive memory, team knowledge integration, and team efficacy in the cognitive interaction process of a consulting project. This study established a research model and research hypothesis based on previous studies. Data were collected from consultants who actually participated in the consulting project. To empirically analyze the research hypothesis, demographic analysis, validity and reliability analysis, structural model analysis for hypothesis verification, and mediating effect analysis using phantom variables were performed. As a result of the study, in order to increase team performance, it is necessary to improve team shared cognition and team transactive memory, which are cognitive systems, and team knowledge integration, which is a knowledge system, must also be improved. Therefore, there is a need for a sense of team efficacy that integrates disparate cognitive and knowledge systems, trusts each other's expertise, and enables successful team work. In addition, future studies on sub-factors of cognitive processes are needed.

• Journal of the Korea Safety Management & Science
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• v.17 no.3
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• pp.173-183
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• 2015

The study conducted questionnaire analysis on 607 host company employee and 404 subcontractor employee in order to examine the difference in the safety culture cognition of host company and subcontractor. As a result, host company had higher recognition in all safety culture factors compare to that of subcontractor, and there were bigger gap of cognition in the 'cognition in safety status and culture', 'accident and near-miss', 'immediate superior's concentration degree in safety and health' than that of other cognition factors. Furthermore, team leaders showed the highest cognition in both host company and subcontractor, and employees with above 20 year career had the highest cognition in both host company and subcontractor. There is high relationship between host company and subcontractor in the correlations in safety culture cognition factors. Through this study, we identified the difference in the safety culture cognition factor of host company and subcontractor.

• Science of Emotion and Sensibility
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• v.13 no.3
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• pp.441-448
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• 2010

In the aging society, the walking assist robot is a necessary device for being able to help the older and the lower limb disabled people to walk. In order to produce a convenient robot for the older and the lower limb disabled, it is needed for the research to detect the implicit walking intention and to control robot by a user's intention. This study is a previous study to develop the detection model of the walking intention and analyze the user's walking intention while a person is walking with Lofstrand crutches, by the combination of FSR and tilt signals. The FSR sensors attached user's the palm and the soles of foot are sensing force/pressure signals from these areas and are used for detecting the walking intention and states. The tilt sensor acquires roll and pitch signal from area of vertebrae lumbales and reflects the pose of the upper limb. We can recognize the user's walking intention such as 'start walking', 'start of right or left foot forward', and 'stop walking' by the combination of FSR and tilt signals can recognize.

• Journal of the Ergonomics Society of Korea
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• v.25 no.3
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• pp.7-16
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• 2006

Although several theories and models have been proposed to explain the effects of cultural differences in team decision making, many aspects of team decision-making in multi-cultural contexts such as team performance, team communication, and team cognition still remain unclear. In particular, little attention has paid to the empirical studies on team processes multi-cultural team members use to interact with each other to accomplish the task in different task environments. To investigate the effects of culture and task characteristics on team decision making behavior in multi-cultural contexts, this study compared culturally homogenous and heterogeneous groups in the context of logistics decision making. Results of the study showed that cultural difference and task complexity may affect team performance as well as team interaction process to varying degree.

• Journal of Engineering Education Research
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• v.19 no.1
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• pp.11-20
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• 2016

Team activities in engineering curriculum play the major role in nourishing students with problem-solving and team-working capabilities. Educators endeavor to guide students to achieve success experiences through team activities. The sense of success depends on how the students think and feel about team activities. In this study, we investigated the students thoughts on team activity in various aspects. We provided freshmen and juniors with a set of questionnaire and gathered answers, from which we tried to elicit implication that we may apply for coaching their team activities. The analysis result shows that the perception level of freshmen on team activities is less mature in a sense that the freshmen's view is more neutral than that of juniors. Regardless of the grade, they show that they put more emphasis on the team atmosphere than on the team performance. Especially the freshmen are more sensitive to the relationship between the team members than the juniors. The juniors concern more about whether they prepare well enough for the team activities or not. Both of the grades prefer self-regulation in team formation and think the leadership is essential in performing team activities. However, they both hesitate to take a role as a leader. We expect the research result will provide novel ideas for coaching students to obtain valuable experiences on team activities.

• 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.