Information sharing in distributed teams

Hunter, Arwen E.; Peirce, Linda G.

doi:10.1037/e578662012-007

Cited by 2 publications

(2 citation statements)

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“…Questions were designed to assess organizational practices, focusing on cognitive, interpersonal, and action processes (Hunter & Pierce, 2010) and were based on established scales in the literature. Topics addressed included work history, individual expertise, workflow and interdependencies, cohesion and trust, complexity and workload, and effectiveness and satisfaction.…”

Section: Methodsmentioning

confidence: 99%

Are Small Teams More Satisfying?

Pierce

Williams

2011

Proceedings of the Human Factors and Ergonomics Society Annual

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Interviews were conducted at two geographically distributed FAA Technical Operations remote monitoring and coordination centers. The centers did the same type of work but were organized differently. The first center was organized into seven small teams of five to seven members. The second center assigned individuals to shifts with no set leadership or team membership. The centers operated 24 hours a day, seven days a week and all specialists worked rotating shifts. Satisfaction was negatively affected by high workload, perceived individual differences in effort, and shift work. Small teams were thought to improve satisfaction by ensuring that all team members carried their fair share of the workload and by providing emotional support. Shift flexibility, however, was seen as more difficult under the small team concept. Additional research is needed to determine the extent to which schedule flexibility is possible within the context of small teams.

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Section: Methodsmentioning

confidence: 99%

Are Small Teams More Satisfying?

Pierce

Williams

2011

Proceedings of the Human Factors and Ergonomics Society Annual

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“…Also included were items to address factors such as perceived interdependence (Pearce & Gergerson, 1991;Rossi, 2008), information sharing (Staples & Webster, 2008), cohesion (Craig & Kelly, 1999), and trustworthiness (Adams & Sartori, 2006), as well as perceived effectiveness and job satisfaction. These topics were selected primarily based on their importance in understanding work practices in multi-team systems (Hunter & Pierce, 2010), but also based on observations and informal discussions with OCC personnel (King, 2009;Pierce, King, & Dzindolet, 2010).…”

Section: Measurementioning

confidence: 99%

Evaluation of an FAA Maintenance Agency Using an Organization Development Approach

Pierce

Byrne

Williams

2012

Proceedings of the Human Factors and Ergonomics Society Annual

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An action research approach was used to plan for organization development (OD) in centers within the Federal Aviation Administration (FAA) responsible for remote monitoring and coordination of maintenance. Research participants worked in one of three centers. The participants were asked questions about their technical background; interdependencies, structure, complexity, and workload inherent in the job; cohesion and trust among co-workers; and perceived operational effectiveness and job satisfaction. Results were summarized and categorized as related to workload, resources, and knowledge of results. Strategies to address one or more of the factors identified were proposed. Strategies included the use of small teams to organize work, a revised training approach for new employees and leaders, internal and external mechanisms for performance feedback, and a fatigue risk management approach to improve shift work practices. The next step will be to work with managers to tailor and implement selected strategies.

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Information sharing in distributed teams

Cited by 2 publications

References 0 publications

Are Small Teams More Satisfying?

Are Small Teams More Satisfying?

Evaluation of an FAA Maintenance Agency Using an Organization Development Approach

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