Condition Monitoring/Predictive Maintenance

Abstract:
Purpose – With a team interaction analysis model, the authors sought to identify a varying range of individual and collective intellectual behaviors in a series of communicative intents particularly expressed with multimodal interaction methods. In this paper, the authors aim to present a new construct (i.e. collective intelligence ratio (CIR)) which refers to a numeric indicator representing the degree of intelligence of a team in which each team member demonstrates an individual intelligence ratio (IR) specific to a team goal. Design/methodology/approach – The authors analyzed multimodal team interaction data linked to communicative intents with a Poisson-hierarchical generalized linear model (HGLM). Findings – The study found evidence of a distinctive IR for each team member in selecting a communicative method for a certain task, ultimately leading to varying degrees of team CIR. Research limitations/implications – The authors limited the type and nature of human intelligence observed with a very short list of categories. Also, the data were evaluated by only one subject matter expert, leading to reliability issues. Therefore, generalization should be limited to situations in which teams, with pre-specified team goals and tasks, are collaborating in multimodal interaction environments. Practical implications – This study presents potential ways to directly or indirectly optimize team performance by identifying and incorporating IRs and CIRs in team composition strategies. Originality/value – In the literature of team cognition and performance, the authors offer a new insight on team schema by suggesting a new task-expertise-person (TEP) unit integrating information on who uses what communicative methods to best tackle on what cognitive task (i.e. optimum cognition with least cognitive burden). Individual and collective intelligence ratios should be considered as new extensions to conventional transactive memory systems in multimodal team interaction scenarios.

Abstract:
Purpose – This paper aims to provide team-leaders and project managers with a practical and easily-applicable managerial tool for coping with the large number of obstacles that may stand in the way to obtaining effective, efficient and altogether successful results, in overall management processes of projects and decisions within teams. Design/methodology/approach – Relying on two previously published managerial tools, the “revised decision square model” and the “capi” model, this paper proceeds to present an integrated model, the team managerial coping flowchart, for the successful handling of team assignments and projects, towards the management of effective and efficient team decision making and implementation processes over time. Findings – The paper relies on testimonies of managers who have adopted the proposed strategy for their every-day use. Practical implications – The model offers a practical step-by-step set of guidelines, to lead managers towards a relatively high level of control in the management of effective and efficient team decision making and implementation processes, ensuring their route toward successful achievements. Originality/value – Limited attention has been given in the literature to the studying of practical and applicable managerial techniques to successful decision-implementation in teams. The paper focuses on this neglected domain, proposing a solution in the form of an integrative strategy.

Abstract:
Purpose – This paper presents a longitudinal experimental study on teams with the purpose of investigating the impact of communication media on decision-making teams. The authors aims to achieve that by comparing face-to-face (FTF) and computer-supported (CS) teams over a series of three sessions on three response variables: performance, cohesiveness, and synergy. Design/methodology/approach – A total of 24 teams, each of five students, participated in three separate decision-making sessions in which they solved a survival simulation scenario. Each team was randomly assigned to either face-to-face (FTF) or computer-supported (CS) communication condition. The analysis compared overall means and mean patterns over time on the three response variables across the two communication media. Findings – Results suggest that there were no differences in overall performance between CS and FTF teams and no differences in performance changes over time between the two media; there were no overall differences in overall synergy or synergy changes over time; and FTF teams reported higher average cohesiveness than CS teams, but cohesiveness improved at a faster rate in CS teams than in FTF teams. Overall these results suggest that the CS communication did not reduce the group's ability to work together. Moreover, the higher increase in cohesiveness reported by CS teams suggests that the ability to build relationships can increase over time. Practical implications – Given the prominence of information technologies as a communication mechanism, the question of how team members in remote locations perform over time is of great theoretical and practical importance. Originality/value – This study provides some preliminary evidence that computer communication does not significantly reduce the group's ability to perform over time for decision-making tasks. CS teams report lower overall levels of cohesiveness which could indicate that some communication barriers might still limit the group's ability to build relationships.

Abstract:
Purpose – Virtual teams, understood as teams with geographically dispersed members communicating primarily by use of information and communication technologies (ICT), have become a viable form for work in innovation projects involving one or several organizations. Knowledge development and creation of a shared understanding among team members are often stressed as fundamental to successful innovation processes. This paper aims to address how use of ICT in team collaboration impacts on the creation of a shared understanding and knowledge development within the teams, and how these factors are important for organizations' innovation capabilities. Design/methodology/approach – Based on a review of the literature, the paper discusses how modern ICT may impact on the organization of innovative activities and organizations' innovation capabilities. Findings – Several important factors related to the use of ICT in teams working on innovation projects are highlighted. A conceptual model and directions for future research based on a literature review are proposed. Practical implications – Based on the discussion, a conceptual model is presented which highlights the need for well-functioning computer-mediated team interaction in order to realize the innovation potential of organizations. Originality/value – The paper emphasizes the reciprocal significance of knowledge access and knowledge exploitation for organizations' innovation capabilities, and discusses how ICT impacts on both aspects.

Abstract:
Purpose – This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions. Design/methodology/approach – Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent. Findings – Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions. Research limitations/implications – The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions. Originality/value – The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.

Abstract:
Purpose – This paper aims to investigate the effect of team members' informational diversity (i.e. educational and functional dissimilarity) on team cooperation, focusing on the moderating role of long-term time orientation. The authors theorize that teams' long-term orientation moderates the diversity-cooperation relationship through its effect on prosocial civic virtue behaviors. Design/methodology/approach – A total of 56 teams of MBA students were surveyed and data were analyzed along with third-party records of demographic data on educational and functional backgrounds. Findings – Mediated moderation analyses indicated that for teams with high long-term orientation, a negative relationship exists between informational diversity and civic virtue, while no significant relationship existed for teams with low long-term orientation. Research limitations/implications – Future research should be conducted to address remaining concerns about the generalizability of the current findings and common method bias. Further research is also recommended to uncover the potential of cultural values like long-term orientation to inhibit or facilitate diversity effects. Practical implications – The current findings highlight the importance of considering the context and team member orientations toward time in particular as factors impacting how teams with informational diversity operate. Managers of teams consisting of members with high long-term orientation are advised to take steps to minimize the risk experienced by team members when they engage in voice-based behaviors. Originality/value – This article highlights the role of team member orientation towards time as a boundary condition of the link between team diversity and cooperation. Voice-based civic virtue behaviors are also identified as key antecedents to cooperative teams.