34,743 research outputs found
Trust & Safety Team Data
No full textThe Trust & Safety team compiled these metrics to identify 2020 Census misinformation trend
Incentive Design and Trust: Comparing the Effects of Tournament and Team-Based Incentives on Trust
Full text linkWe explore the extent to which the structure of incentives affects trust. We hypothesize that the degree to which different incentive mechanisms emphasize competition (via the perceived intentions of others) and entitlements (via the perceived property rights) will affect individuals’ subsequent behavior. In our experiment, bargaining pairs earned endowments through either tournaments or team-based incentives. Participants engaged in a subsequent trust game in which the sender had access to the total endowment generated by the pair. We find that the structure of the incentive mechanisms has asymmetric effects on observed trust in which participants’ relative performance framed trusting behavior.trust, incentives, experiments, tournaments
Recommended from our members
Students' trust building in a collaborative learning team
Full text linktextThe purpose of the study was to examine elements which affected students' team trust building in an online collaborative learning team and relationships among these elements. The setting of this study was a graduate-level online course on Computer Supported Collaborative Learning (CSCL) in which all course activities were conducted collaboratively through online communications. Data were collected from multiple sources including interviews which were audio taped, transcripts of students' self-reflective journals, transcripts of messages on the asynchronous web conferencing system, transcripts of messages on the synchronous web conferencing system, and the researcher's reflective journals. Data were analyzed using the coding procedures for developing grounded theory proposed by Strauss and Corbin (1998). Results of the data analysis indicated the influences of CSCL course context including the collaborative nature of the course and the heterogeneity of teams on students' team trust building. Results also indicated the dynamics of team trust building. Four different components of team trust building, which were initial team trust, contributors, dimensions, and consequences of team trust, influenced one another. Students’ initial team trust influenced the contributors to team trust which were students' competence, reliability, online communication, and caring. In addition, these contributors influenced the dimensions of team trust such as task performance trust and interpersonal trust. Once students built trust in their teams, they could develop collaborative knowledge building and a sense of community which were the consequences of team trust. The consequences of students’ team trust, in turn, influenced the contributors to team trust. Understanding the construct of team trust may help not only instructors in their design and guidance of successful online collaborative learning teams, but also students in various online collaborative learning teams. In addition, the results of this study may help instructors and researchers to consider carefully the issues in relation to online team trust building.Curriculum and Instructio
An Input-Process-Output Approach to Interorganizational Teams: The Influence of Work Group Diversity, Trust and Shared Leadership on Communication Network and Team Outputs.
No full textThe market’s challenges bring firms to collaborate with other organizations in order to create Joint Ventures, Alliances and Consortia that are defined as “Interorganizational Networks” (IONs) (Provan, Fish and Sydow; 2007). Some of these IONs are managed through a shared partecipant governance (Provan and Kenis, 2008): a team composed by entrepreneurs and/or directors of each firm of an ION. The research is focused on these kind of management teams and it is based on an input-process-output model: some input variables (work group’s diversity, intra-team's friendship network density) have a direct influence on the process (team identification, shared leadership, interorganizational trust, team trust and intra-team's communication network density), which influence some team outputs, individual innovation behaviors and team effectiveness (team performance, work group satisfaction and ION affective commitment).
Data was collected on a sample of 101 entrepreneurs grouped in 28 ION’s government teams and the research hypotheses are tested trough the path analysis and the multilevel models.
As expected trust in team and shared leadership are positively and directly related to team effectiveness while team identification and interorganizational trust are indirectly related to the team outputs. The friendship network density among the team’s members has got positive effects on the trust in team and on the communication network density, and also, through the communication network density it improves the level of the teammates ION affective commitment.
The shared leadership and its effects on the team effectiveness are fostered from higher level of team identification and weakened from higher level of work group diversity, specifically gender diversity.
Finally, the communication network density and shared leadership at the individual level are related to the frequency of individual innovative behaviors.
The dissertation’s results give a wider and more precise indication about the management of interfirm network through “shared” form of governance
Team trust and team performance: A meta-analysis
Full text linkThis study systematically integrated empirical literature on the relationship between team trust and team performance focusing on real educational and organizational teams. A total of 84 empirical studies comprising 84 independent effect sizes involving a total of 5,582 teams met the inclusion criteria. Applying a random-effects model, the overall effect size between team trust and team performance was positive and moderate (mean r = 0.34). After correcting for measurement unreliability, the overall effect size increased (mean r corrected = 0.40). The between-study heterogeneity was significant (Q = 385.30 [95% CI, p < 0.00), suggesting the existence of moderating variables. Nine potential moderating variables were examined including: team size (large versus small), team tenure (ad hoc versus intact), mode of communication (face-to-face versus virtual), task complexity (high versus low), study team setting (educational versus organizational), study age (early versus recent), cultural context of the sample (collectivistic versus individualistic), type of team performance measure (objective versus subjective) and operationalization of team trust (aggregation versus key informant). The results of these moderators are discussed along with the potential for publication bias. Limitations and suggestions for future research are also discussed
Conflict, Trust, and Effectiveness in Teams Performing Complex Tasks: A Study of Temporal Patterns
Full text linkIn this study we analyze the evolution of intra-team conflict and trust in teams that perform complex tasks. Using a longitudinal research design with six time intervals over a period of ten months, we collected data on 41 teams. Our findings suggest the existence of two distinct temporal patterns. One pattern develops in a stable manner and is characterized by high levels of trust and relatively low levels of task and relationship conflict. The other pattern is unstable with low, deteriorating levels of trust and high, amplifying levels of task and relationship conflict. These patterns are associated with significant differences in team effectiveness. On a self-perception as well as a stakeholder measure of team effectiveness, teams with stable patterns outperformed teams with unstable patterns.management and organization theory ;
Egalitarian teams in a military hirearchy: a study of the formation of the Royal Air Force senior leadership team
Full text linkThis thesis is a participant observer and action research case study of the Royal Air Force’s efforts to improve its senior leadership from2007 to 2010. It addresses the research question: what are the conditions required to establish an egalitarian team in a military hierarchy? It examines the establishment of the Senior Leadership Team, designed to operate as a forum for the dissemination of the leader’s intent, dissemination of information, and generation of ideas. The literature review argues there are four bodies of relevant knowledge that derive from the research question: forming large teams, use of power, changing culture, and building interpersonal trust. From the literature, two models are considered, one for formation of large teams and another for establishing an egalitarian culture in a hierarchy. The theoretical position to examine the case study from is a combination of the four areas and the two models. The conclusions emphasise the need for leadership and facilitation to deal with the issues of behaviour; charade of cooperation; homogeneity and heterogeneity; effects of power, particularly on trust; group size paradox; and creating open discussion. The thesis argues, in this context, culture is akin to organisational identity and it examines how culture might be changed and sustained in a strict hierarchical organisation to ensure open discussion where all opinions are equal. The thesis identifies the fundamental importance of interpersonal trust for large informational or consultative teams that hold a different culture to their host organisation. In conclusion, the thesis argues that the models examined do not provide an adequate framework for this case study and tentatively puts forward a 7-factor model representing the conditions required to establish an egalitarian team in a military hierarchy
Team Governance: Empowerment or Hierarchical Control
Full text linkWe investigate a team setting in which workers have different degrees of commitment to the outcome of their work. We show that if there are complementarities in production and if the team manager has some information about team members, interventions that the manager undertakes in order to assure certain efforts may have destructive effects: they can distort the way workers perceive their fellow workers and they may also lead to a reduction of effort by those workers that care most about output. Moreover, interventions may hinder the development of a cooperative organizational culture in which workers trust each other. Thus, our framework provides some first insights into the costs and benefits of interventions in teams. It identifies that team governance is driven by the importance of tasks that cannot be monitored. The more important these tasks, the more likely it is that teams are empowered.team work, incentives, informed principal, intrinsic motivation
Impacts of team virtuality on performance : a qualitative study.
Full text linkRecent studies on virtual teams reveal that team virtuality varies in a continuum and may take different levels. Different levels of virtuality have considerable impacts on team processes and management as they imply several characteristics concerning communication dynamics and interaction styles, which change when shifting from one level to another. The purpose of this paper is to assess how the variability of team virtuality influences team performance. A multidimensional approach to evaluate virtuality was elaborated to identify changing performance variables at each level. The performance variables retained with relevance to the context study are: output quality, team members` satisfaction, and team processes. A qualitative study was conducted on 6 virtual teams composed of 4 students involved in on-line master degrees at a French university. The results show that performance measures are differently influenced by virtuality level. Although output quality seems not to be related to team virtuality, effective team processes and members’ satisfaction are associated with low virtuality levels. Ineffective processes were found in high virtuality teams, however positive dynamics and tem spirit characterise low virtuality teams.Télétravail; Virtual team performance; Team processes; performance; Equipes virtuelles; E-management; Telework;
Satisfaction of interdisciplinary team members in a hospital based environment
Full text linkPlan BThe purpose of this study is to determine employee satisfaction levels of members of an Interdisciplinary Team in a hospital based environment and to gain insight into how certain variables can affect employee satisfaction. “Interdisciplinary teams as those where members continue to work from particular disciplinary orientations but undertake some joint collaborative work” (Opie 1997, p. 263). This study will also unveil current views and attitudes regarding job satisfaction that could translate to numerous settings.
Several factors relating to employee satisfaction and their impacts in both hospital and interdisciplinary-based environments were found in a literature review. Individuals currently working on a interdisciplinary teams, health managers and administrators managing an interdisciplinary team, or those wishing to embark on a career in the health related industry will find this study useful.
The data required for this study will be obtained through a survey (21 questions)
distributed to the members of the Interdisciplinary Team in the Neurological Department and the Luther Hospital in Eau Claire, Wisconsin. The survey questions will address employee perceptions of the physical environment, growth opportunities, workloads and responsibilities, trust and mutual respect, empowerment, and training and development
- …
