Hoegl: How can the balance of member contributions
in innovation teams be measured? (TWQ #3 – Balance of Member Contributions)
in innovation teams be measured? (TWQ #3 – Balance of Member Contributions)
Recognition of specific potentials of individual team members.
Team members contribute to the achievement of the team’s goals
in accordance with their specific potential.
Imbalance of member contributions causes conflicts in the team.
Team members contribute to the achievement of the team’s goals
in accordance with their specific potential.
Imbalance of member contributions causes conflicts in the team.
Tags: deck 2, hoegl, teams, twq
Quelle:
Quelle:
Hoegl: How can mutual support in innovation teams be measured? (TWQ #4: Mutual support)
Team members help and support each other as the best they could.
Conflicts are easily and quickly resolved. Discussions and
controversies are conducted constructively.
Suggestions and contributions are respected by all team members. Suggestions are discussed and further developed.
The team is able to reach consensus regarding important issues.
Conflicts are easily and quickly resolved. Discussions and
controversies are conducted constructively.
Suggestions and contributions are respected by all team members. Suggestions are discussed and further developed.
The team is able to reach consensus regarding important issues.
Tags: deck 2, hoegl, teams, twq
Quelle:
Quelle:
How can effort in innovation teams be measured?
(TWQ #5 – Effort)
(TWQ #5 – Effort)
Every team member fully pushes the project.
Team members make the project their highest priority.
The team puts much effort into the project.
There are conflicts regarding the efforts that team member
put into the project.
Team members make the project their highest priority.
The team puts much effort into the project.
There are conflicts regarding the efforts that team member
put into the project.
Tags: deck 2, hoegl, twq
Quelle:
Quelle:
Hoegl: How can cohesion in innovation teams be measured?
(TWQ #6 - Cohesion)
(TWQ #6 - Cohesion)
The team members are strongly attached to the project.
It is important for the team members to be part of the team.
Members feel proud to be in the team.
All team members are fully integrated in the team.
There is personal attraction between the team members.
Every team member feels responsible for maintaining and
protecting the team.
It is important for the team members to be part of the team.
Members feel proud to be in the team.
All team members are fully integrated in the team.
There is personal attraction between the team members.
Every team member feels responsible for maintaining and
protecting the team.
Tags: deck 2, hoegl, twq
Quelle:
Quelle:
Hoegl: Performance Evaluation from Different Perspectives
Evaluation of Team leaders and other team members korrelieren am meisten weil sie ihre eigene Leistung einschätzen. Außerdem haben sie mehr Kontaktkontakt.
Gemünden findet die Einschätzung der Team Leader am treffendsten
Gemünden findet die Einschätzung der Team Leader am treffendsten
Tags: deck 2, hoegl, twq
Quelle:
Quelle:
Why is TWQ specially in the starting phase important?
Zu Projektbeginn werden die wichtigen Entscheidungen getroffen, die den höchsten Einfluss auf die späteren Kosten haben.
Tags: deck 2, hoegl, teams, twq
Quelle:
Quelle:
Theoretical Framework for Within-Team and Between-Team Collaboration
- What constitutes collaboration within teams and between teams and how can it be measured?
- Is the quality of collaboration related to the performance of individual teams within multi-team projects?
- What is a more important predictor for the success of teams? Within-team collaboration or between-team collaboration?
Tags: between teams, deck 2, teams, twq
Quelle:
Quelle:
3 Parts of the "Between-Team Collaboration" Construct
- (Workflow) Integration > Negotiation and synchonization of technical issues, goals, priorities> informal and formal mechanisms
- Commitment to Project (social integration) >Responsibility for the overall project goals, project cohesion
- Dysfunctional Conflicts (poltical integration) > interpersonal, affective conflicts due to incompatible team goals, communication barriers, competition for resources
Tags: btc, deck 2, inter-team, twq
Quelle:
Quelle:
Within-Team and Between-Team Collaboration - Results
TWQ is the most important predictor of team performance, followed
by integration between teams.
Commitment to the project and dysfunctional conflicts do not seem to be significant for team performance
WTC (=TWQ) is positively correlated with the three measures of BTC
by integration between teams.
Commitment to the project and dysfunctional conflicts do not seem to be significant for team performance
WTC (=TWQ) is positively correlated with the three measures of BTC
Tags: btc, deck 2, twq, wtc
Quelle:
Quelle:
Practical implications of TWQ and BTC
Actively manage collaboration within and between teams to achieve high overall performance
Increase TWQ by appropriate team design (social skills) and
participative leadership style
Foster BTC by encouraging horizontal information flow, clarifying
interfaces between teams, setting integrative goals
Increase TWQ by appropriate team design (social skills) and
participative leadership style
Foster BTC by encouraging horizontal information flow, clarifying
interfaces between teams, setting integrative goals
Tags: btc, deck 2, results, twq
Quelle:
Quelle:
Kartensatzinfo:
Autor: Florian
Oberthema: BWL
Thema: Human Side of Innovation
Schule / Uni: TU Berlin
Ort: Berlin
Veröffentlicht: 13.07.2013
Tags: Innovation
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