What Team Members Perceive as Important to Achieve High Performance: An Exploratory Case Study

Moura, Isabel Cristina A. A.; Dias, Pedro M.; Domínguez, Caroline; Varajão, João

doi:10.1016/j.protcy.2014.10.055

Cited by 9 publications

(8 citation statements)

References 12 publications

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“…There is a common agreement on the main features of a project team as being a group of people with complementary skills, roles and responsibilities, who interact in a broader organizational system in order to reach common goals through the performance of interdependent tasks (Kozlowski and Ilgen, 2006;Salas et al, 2008;Weimar et al, 2013). Often a project team is characterized by a common approach and by mutual accountability (Moura et al, 2014).…”

Section: Toward Teams' and Their Members' Performancementioning

confidence: 99%

Information systems project team members: factors for high performance

Moura

Domínguez

Varajão

2021

TQM

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PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

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Section: Toward Teams' and Their Members' Performancementioning

confidence: 99%

Information systems project team members: factors for high performance

Moura

Domínguez

Varajão

2021

TQM

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“…A team is also characterized by its own (Moura et al, 2014): direction and momentum (e.g. pulling together in the same direction to achieve something); common approach (e.g.…”

Section: Teams and Team Performancementioning

confidence: 99%

Information systems project teams: factors for high performance

Moura

Domínguez

Varajão

2019

TPM

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Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

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“…Emotional climates indicate the emotional relationships linked among members of a community and describe the quality of the environment within a particular context (Rivera, 1992). A team is also characterized by its own (1) route and (2) mutual attitude and (3) shared accountability (Moura, Dominguez & Varajão, 2014). Team emotional climate affects the productivity and outcomes of teams and individuals (Liu & Liu, 2013).…”

Section: Team Emotional Climatementioning

confidence: 99%

Levels of Academic Leaders’ Emotional Intelligence, Team Emotional Climate & Team Member Job Satisfaction

REHMAN¹,

Habib²,

Khan³

2021

jbt

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The study intended to examine leaders’ emotional intelligence, emotional work climate and job satisfaction among several teams of higher educational institutes. A few studies have examined the effects of these variables but seldom studies existed which examined the level of these variables. The aim of this study was to find out the difference between the true mean and the comparison value. Questionnaire survey of 30 team leaders and 120 team members was conducted. The paper applied one sample t-test using the SPSS 20 software to test the hypothesis. The study found out that there is a slight difference between the true mean and the comparison value. Although the difference is statistically significant but not large enough to be practically significant. Therefore, the subjects recruited were treated as normal.

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What Team Members Perceive as Important to Achieve High Performance: An Exploratory Case Study

Cited by 9 publications

References 12 publications

Information systems project team members: factors for high performance

Information systems project team members: factors for high performance

Information systems project teams: factors for high performance

Levels of Academic Leaders’ Emotional Intelligence, Team Emotional Climate & Team Member Job Satisfaction

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