2017
DOI: 10.4102/sajip.v43i0.1446
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Teamwork orientation and personal learning: The role of individual cultural values and value congruence

Abstract: Teamwork orientation and personal learning: The role of individual cultural values and value congruence.

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Cited by 22 publications
(17 citation statements)
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References 93 publications
(136 reference statements)
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“…Teamwork orientation, the individual's propensity to work interdependently in a team, is another behavior indicator of the teamwork competence. Teamwork orientation increases personal satisfaction and performance (Mustafa, Glavee‐Geo, & Rice, 2017), and the willingness to exchange information and cooperate with team tasks (Costa, Passos, & Bakker, 2014), which results in a constant positive learning experience (Salas et al., 2009).…”
Section: Resultsmentioning
confidence: 99%
“…Teamwork orientation, the individual's propensity to work interdependently in a team, is another behavior indicator of the teamwork competence. Teamwork orientation increases personal satisfaction and performance (Mustafa, Glavee‐Geo, & Rice, 2017), and the willingness to exchange information and cooperate with team tasks (Costa, Passos, & Bakker, 2014), which results in a constant positive learning experience (Salas et al., 2009).…”
Section: Resultsmentioning
confidence: 99%
“…Beyond that; however, they get the autonomy they desire, as they individually perform the tasks that are appropriate to their role and that are most appropriate to their competencies. [35] Taking into account students' different personalities, as a member of a team, whether extroverted or introverted, the individual is capable of self-realization and development. Extroverted energy derives from social interactions in a cooperative, collaborative, supportive environment.…”
Section: Discussionmentioning
confidence: 99%
“…L'étude de Mutahi et Busienei 110 , qui était effectuée auprès de quelques universités publiques au Kenya, avait révélé que les pratiques de gestion des récompenses, de formation et de perfectionnement et de ressourcement influaient sur la performance des dites universités publiques. L'étude de Sagwa et al, 111 qui était menée auprès de 60 sociétés cotées à la NSE 112 , avait révélé des résultats surprenants dans la mesure où les résultats des employés n'étaient pas médiateurs dans la relation entre les pratiques RH et le rendement des entreprises. L'étude de Sedok 113 , qui était menée auprès de 103 PME togolaises, avait montré que la cohérence interne entre les pratiques RH à elle seule n'était pas suffisante pour pouvoir influencer la performance des PME togolaises et qu'il fallait également chercher à aligner les pratiques RH sur la stratégie correspondante.…”
Section: Les éTudes Menées En 2015unclassified