The effects of performance and team cohesion on attribution: a longitudinal simulation

Michalisin, Michael D.; Karau, Steven J.; Tangpong, Charnchai

doi:10.1016/s0148-2963(03)00042-0

Cited by 31 publications

(28 citation statements)

References 26 publications

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“…We used rating items from [18] and [20] and incorporated two of our own statements which examined the equality of the robot driver on the team and the quality of communication with the robot driver ( Table 2). The small sample size for each team should be noted, as feedback from the teammates in this study was optional; 7 of 23 teammates from We found that there was a discrepancy between the robot drivers' views and the teammates' views about team cohesion ( Table 2).…”

Section: Team Dynamicsmentioning

confidence: 99%

Exploring use cases for telepresence robots

Tsui

Desai

Yanco

et al. 2011

Proceedings of the 6th International Conference on Human-Robot Interaction

201

118

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Telepresence robots can be thought of as embodied video conferencing on wheels. Companies producing these robots imagine them being used in a wide variety of situations (e.g., ad-hoc conversations at the office, inspections and troubleshooting at factories, and patient rounds at medical facilities). In July and August 2010, we examined office-related use cases in a series of studies using two prototype robots (Anybots' QB and VGo Communications' VGo). In this paper, we present two studies: conference room meetings (n=6) and moving hallway conversations (n=24). We discuss who might benefit from using telepresence robots, in what scenarios, and the features that telepresence robots must incorporate for use in ad-hoc interactions.

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Section: Team Dynamicsmentioning

confidence: 99%

Exploring use cases for telepresence robots

Tsui

Desai

Yanco

et al. 2011

Proceedings of the 6th International Conference on Human-Robot Interaction

201

118

View full text Add to dashboard Cite

show abstract

“…This way, teams can maximize the organization's resources because each team's unique resources flow across team boundaries so they can be used by their counterpart teams (Doorewaard, Van Hootegem, & Huys, 2002;Michalisin, Karau, & Tangpong, 2004). For example, organizational learning research emphasizes that accumulating organizational knowledge clearly depends on flow of resources, such as information across team boundaries (Sole & Edmondson, 2002).…”

Section: Outcomes Of Boundary Activitymentioning

confidence: 99%

From an Intrateam to an Interteam Perspective of Effectiveness: The Role of Interdependence and Boundary Activities

Drach‐Zahavy

Somech

2010

Small Group Research

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The emergence of team-based organizations requires shifting the focus from intrateam to interteam activities in order to understand organizational functioning. This article develops a model of interteam boundary activity and proposes that boundary activity is contingent on interteam goal and task interdependence. In addition, the authors propose that team heterogeneity, interteam power relations, organizational culture, and external environment moderate the relationships between interteam interdependence configuration and boundary activity. The preferred boundary activity further determines whether higher team performance fully translates into higher organizational performance. The article concludes by considering the research and practice challenges implied by the proposed model.

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“…Leaders should inspire their employees to develop creativity, stimulate their minds, and show concern for individuals (Bass and Avolio 2006). Several studies reveal that increased team learning leads to increased organizational innovation (Lloréns Montes et al 2005), and this can inspire the research team (Webber and Donahue 2001;Michael et al 2004) and promote organizational learning (García-Morales et al 2006). These are some of the traditional factors that contribute to organizational innovation.…”

Section: Introductionmentioning

confidence: 99%

The role of organizational learning in transformational leadership and organizational innovation

Hsiao

Chang

2011

Asia Pacific Educ. Rev.

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Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership has positive and significant influence on organizational innovation. Based on a literature review and previous work, this study aims to investigate the influence of transformational leadership on organizational innovation and to examine whether organizational learning is a mediator between their relationships. Structural equation modeling was used to test the model. The research sample consisted of 330 teachers in charge of administration in postsecondary schools. The findings of this study provide evidence that transformational leadership and organizational learning have significant positive relationship influence on organizational innovation. The research also demonstrates that there is significant effect on the role of mediation in organizational learning on the relationship between transformational leadership and organizational innovation. The study suggests that if school principals use the strategies of transformational leadership and organizational learning at the same time, organizational learning was highly effectiveness to achieve organizational innovation in the postsecondary schools.

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The effects of performance and team cohesion on attribution: a longitudinal simulation

Cited by 31 publications

References 26 publications

Exploring use cases for telepresence robots

Exploring use cases for telepresence robots

From an Intrateam to an Interteam Perspective of Effectiveness: The Role of Interdependence and Boundary Activities

The role of organizational learning in transformational leadership and organizational innovation

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