2,523,784 research outputs found
Trust & Safety Team Data
No full textThe Trust & Safety team compiled these metrics to identify 2020 Census misinformation trend
Policy instruments from the Mexican STPI Team
No full textA collection of policy instruments from the Mexican team for the Science and Techology Policy Instruments (STPI) Projec
Solar Decathlon 2017 D-3: Team Overview To Date
No full text10 pages, illustrations, team photoUpdated 100-word description of team and its goals (second iteration); Digital representation (renderings, graphic floor plan, photography of scale model, animation, etc.) of competition prototype design; Team photograph; Summary of unique project elements, considerations, innovations, research, or technology being considered; Summary of team’s current online presence, including social media accounts and website address; Summary of public outreach conducted and press coverage achieved to-date.A. James Clark School of EngineeringSchool of Architecture, Planning and PreservationUniversity Librarie
Team perfectionism and team performance: A prospective study
Full text linkPerfectionism is a personality characteristic that has been found to predict sports performance in athletes. To date, however, research has exclusively examined this relationship at an individual level (i.e., athletes’ perfectionism predicting their personal performance). The current study extends this research to team sports by examining whether, when manifested at team level, perfectionism predicts team performance. A sample of 231 competitive rowers from 36 boats completed measures of self-oriented, team-oriented, and team-prescribed perfectionism prior to competing against one another in a 4-day rowing competition. Strong within-boat similarities in the levels of team members’ team-oriented perfectionism supported the existence of collective team-oriented perfectionism at the boat level. Two-level latent growth curve modeling of day-by-day boat performance showed that team-oriented perfectionism positively predicted the position of the boat in mid-competition and the linear improvement in position. The findings suggest that imposing perfectionistic standards on team members may drive teams to greater levels of performance
Report of an independent peer review of A forest management strategy for the proposed Coquille Forest submitted to the Coquille Indian Tribe by the Independent Scientific Advisory Team (ISAT)
No full text"[T]he [Coquille Indian] Tribe requested that the State of Oregon assemble a team of independent scientists to peer review the forest management strategy proposed by the ISAT. The purpose of the independent peer review would be to: 1) assess the degree to which the two major goals assigned by the Tribe are met by the proposed ISAT forest management strategy, 2) validate the scientific soundness of the proposed strategy, 3) identify any gaps in the strategy or components not adequately addressed, and 4) make recommendations to correct deficiencies or to make improvements in the strategy. In response to the Tribe's request, the Governor's Office of Natural Resources assembled a team of independent peer reviewers and structured the process by which the review would be accomplished. The results of the IPR were presented to the ISAT in a conference open to the public which was held on November 21, 1995 at the LaSells Stewart Center, Oregon State University. Following is a consolidated report of major conclusions and recommendations presented by the independent reviewers to the ISAT at the November 21 public forum. This information also reflects key points contained in written reports prepared by IPR team members"--Page 2.Introduction -- Presentation by Independent Peer Review Team to the ISAT -- Independent Peer Reviewers (IPR) -- Introduction to the IPR process -- The "nine questions" and their answers -- Does the review team generally support the strategy of the proposed Coquille Forest -- Does the strategy meet the goals of the Northwest Forest Plan (NFP)? -- Is the adaptive management approach described in the strategy adequate? -- Is the monitoring approach described in the strategy? -- Is the strategy generally consistent with scientific knowledge? -- Are Northern spotted owls and riparian species adequately considered? -- Are aquatic species adequately considered? -- Are future natural disturbances adequately planned for in the strategy? -- Does the strategy meet Tribal goals? -- Overall comments -- Preliminary response by ISAT -- Response by the Coquille Indian Tribe -- Individual Independent Peer Reviewer reports / submitted by Peter Bisson, Bernard Bormann, Larry Davis, Walt Knapp, Jim Rochelle -- November 21, 1995 conference brochure ; list of conference attendeessubmitted to the State of Oregon Governor's Office of Natural Resources by the Independent Peer Review TeamThis archived document is maintained by the State Library of Oregon as part of the Oregon Documents Depository Program. It is for informational purposes and may not be suitable for legal purposesElectronic reproduction Salem, Or. State Library of Oregon 2023 Electronic reproduction from print version OrMode of access: Internet from the Oregon Government Publications CollectionText in Englis
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
Team-Geist bundesweiter Jahresbericht ... der interdisziplinären Studierendengruppe Market Team
No full textEffects of team task structure on team climate for innovation and team outcomes
Full text linkIn this cross-sectional study we analyzed, whether team climate for innovation mediates the relationship between team task structure and innovative behavior, job satisfaction, affective organizational commitment, and work stress. 310 employees in 20 work teams of an automotive company participated in this study. 10 teams had been changed from a restrictive to a more self-regulating team model by providing task variety, autonomy, team-specific goals, and feedback in order to increase team effectiveness. Data support the supposed causal chain, although only with respect to team innovative behavior all required effects were statistically significant. Longitudinal designs and larger samples are needed to prove the assumed causal relationships, but results indicate that implementing self-regulating teams might be an effective strategy for improving innovative behavior and thus team and company effectiveness.innovation; behavior; working teams
Corporate Cup team photo
No full textA photo of the corporate team for Modbury Hospital. The team has several awards: Fastest team in the region, Fastest team in South Australia, Most improved team and Most Improved Runner
The Role of Transformational Leadership in Enhancing Team Reflexivity
Full text linkTeam reflexivity, or the extent to which teams reflect upon and modify their functioning, has been identified as a key factor in the effectiveness of work teams. As yet, however, little is known about the factors that play a role in enhancing team reflexivity, and it is thus important to develop theorizing around the determinants of reflexivity. From an applied perspective, leadership is a very relevant factor. The current study is a first step in the development of such a theory, and addresses this important gap in our understanding of team reflexivity by focusing on the role of leader behavior. We examined the extent to which transformational leadership influences team reflexivity and, in turn, team performance in a field study conducted among 32 intact work teams from nine organizations. Team members rated reflexivity and leadership, while external managers rated team performance. We hypothesized and tested a mediational model proposing that transformational leadership is related to the adoption of a shared vision by the team. This in turn relates to team reflexivity, which leads to higher team performance. Results support this model.team reflexivity;transformational leadership;team performance;shared vision;team learning
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