Team leader experience in improvement teams: A social networks perspective

Easton, George S.; Rosenzweig, Eve D.

doi:10.1016/j.jom.2015.05.001

Cited by 47 publications

(38 citation statements)

References 106 publications

(275 reference statements)

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“…Conversely, when organizational task experience is high, this effect is not present. This finding extends the insights from Easton and Rosenzweig (), who found in a study of Six Sigma projects that organizational experience moderates the relationship between project success and a manager's experience leading similar projects. We add to this emerging line of research by suggesting an interplay among individual, managerial, and organizational experience.…”

Section: Discussionsupporting

confidence: 87%

Capturing the Benefits of Worker Specialization: Effects of Managerial and Organizational Task Experience

Montañez

Chandrasekaran

Salvador

2020

Production and Operations Management

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L earning by doing is a fundamental driver of productivity among knowledge workers. As workers accumulate experience working on certain types of tasks (i.e., they become specialized), they also develop proficiency in executing these tasks. However, previous research suggests that organizations may struggle to leverage the knowledge workers accrue through specialization because specialized workers tend to lose interest and reduce effort during task execution. This study investigates how organizations can improve specialized workers' performance by mitigating the dysfunctional effects of specialization. In particular, we study how other sources of task experiences from the worker's immediate manager as well as the organization itself help manage the relationship between worker specialization and performance. We do so by analyzing a proprietary dataset that comprises of 39,162 software service tasks that 310 employees in a Fortune 100 organization executed under the supervision of 92 managers. Results suggest that the manager role experience (i.e., the manager's experience supervising workers) is instrumental in mitigating the potential negative effect of worker specialization on performance, measured as task execution time. Such influence, however, is contingent on cases in which organizational task experience (i.e., the organization's experience in executing tasks of the same substantive content as the focal task) is limited. Taken together, our research contributes to multiple streams of research and unearths important insights on how multiple sources of experience beyond the workers themselves can help capture the elusive benefits of worker specialization.

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Section: Discussionsupporting

confidence: 87%

Capturing the Benefits of Worker Specialization: Effects of Managerial and Organizational Task Experience

Montañez

Chandrasekaran

Salvador

2020

Production and Operations Management

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“…We want to make the best recommendations for each particular case. Many socio-technical systems require the creation of working groups [37]. For example, a support system for courses, such as Blackboard, where the teacher can create teamwork using built-in tools.…”

Section: Resultsmentioning

confidence: 99%

Towards Team Formation Using Belbin Role Types and a Social Networks Analysis Approach

Flores-Parra

Castafon-Puga

Rosales-Cisneros

et al. 2018

2018 IEEE Technology and Engineering Management Conference (TEMSCON)

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Problems relating to team formation is common across many industrial sectors, including education, sport and general business. For Team Leaders, team member selection can be a critical challenge due to the complexity in creating a wellbalanced productive unit. It is beyond manual implementation to build near optimal teams as pools of employees grow. An essential requirement is teamwork skill, especially in engineering workgroups where the project member is expected to know how to collaborate with peers. In this paper, we use a social network analysis approach to represent social links between prospective team members and use the Belbin Team Roles as the main characteristic of prospective members. In our case study, based on an undergraduate computer engineering course, students expressed their preferences for working with three peers at the beginning of the course for an assessment. This information was used to distinguish groups within the social network using network analysis algorithms. We compared the network analysis results versus groups formed by a Teacher. Finally, we discuss the advantages and disadvantages of project teams, from a social network analysis approach, to making team formation recommendations into a socio-technical system.

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“…Directed at the realization of projects in teams (Easton & Rosenzweig, 2015), the Six Sigma methodology is divided between the 'Define, Measure, Analyze, Improve, Control' (DMAIC), which are applied in existing processes when the causes of the problems are unknown or are not clear (Banuelas et al, 2005), and the 'Design for Six Sigma' (DFSS), applied to the development of new concepts of existing products (Koziolek & Derlukiewicz, 2012), being DMAIC more popular, applied and studied than DFSS. The literature imposes certain rigor in using these steps, defending the rigidity of the method and its application (Hahn et al, 1999;Banuelas et al, 2005;Patterson et al, 2005;Kwak & Anbari, 2006;Siakas et al, 2006).…”

Section: Six Sigma Methodologymentioning

confidence: 99%

Programa Seis Sigma Auto-organizado: modelo da situação atual e necessidades de mudanças

2017

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Resumo: A formação de redes colaborativas é uma importante forma das organizações estimularem a inovação, reduzirem custos e transferir conhecimentos. Uma forma particular de rede colaborativa, as redes auto-organizadas Palavras-chave: Rede auto-organizada; Seis Sigma; EKD; Modelagem organizacional.Abstract: The formation of collaborative networks is an important way for organizations to stimulate innovation, reduce costs and transfer knowledge. A particular form of collaborative network -the self-organizing network -has shown great capability to promote the learning of those involved, systematize knowledge and lead to innovation. The Six Sigma programs, adopted by several organizations, have as their main objective the reduction in process variability, thus resulting in lower costs and quality improvement. The literature on self-organizing networks has little on the formation of these types of networks and the literature on Six Sigma is focused on statistical methods. Therefor, the aim of this article is to verify the needs for change in a Six Sigma program that enables the development of a self-organizing network. The case studied was carried out with a large organization, manufacturer of capital goods, where the Six Sigma program modeling was performed. From the generated models, as a result, it was have identified a set of changes needed so that the Six Sigma program can create a self-organizing network.

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Team leader experience in improvement teams: A social networks perspective

Cited by 47 publications

References 106 publications

Capturing the Benefits of Worker Specialization: Effects of Managerial and Organizational Task Experience

Capturing the Benefits of Worker Specialization: Effects of Managerial and Organizational Task Experience

Towards Team Formation Using Belbin Role Types and a Social Networks Analysis Approach

Programa Seis Sigma Auto-organizado: modelo da situação atual e necessidades de mudanças

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