Condition Monitoring/Predictive Maintenance

Abstract:
Purpose – The purpose of this paper is to understand the impact of virtualness on extra-role performance within software development teams and the moderating effect of task interdependence on this relationship. Design/methodology/approach – Data were collected from 192 software professionals from 33 software development teams. Teams were taken as the unit of analysis. Extra-role performance was measured using organizational citizenship behavior (OCB) scale and task interdependence within the team was measured by interdependence scale developed by Pearce and Gregersen. Virtualness was measured using an objective measure developed by the authors. Regression was used to study the moderation and main effects. Findings – Virtualness negatively influenced overall extra-role performance within the team. In terms of individual dimensions, virtualness had a negative influence on extra-role performances directed towards team as an entity (civic virtue and generalized compliance) but it had no impact over extra-role performances directed towards other team members (altruism and courtesy). Although task interdependence had a positive impact on OCBs, it did not moderate the relationship between virtualness and OCBs. Practical implications – The findings will help teams understand the need to manage virtualness within the team in order to increase extra-role performance among its members. Originality/value – The authors have developed an objective method to compute virtualness within the team context. The moderating effect of task interdependence on the relationship between virtualness and extra-role performance has been studied for the first time and is documented in this paper.

Abstract:
Purpose – In light of contradictory research findings, the purpose of this paper is to examine the moderating effects of team setting (face-to-face or online) on the relationship that team member affect and interaction processes have on individual team source learning, and at the team level on the relationship between group cohesiveness and perceived team performance. Design/methodology/approach – Students enrolled in graduate level organizational behavior classes at a large university in the southeastern United States responded to the survey. The final sample included 79 students in 21 on-campus teams and 97 students in 26 online teams. All classes surveyed required a detailed team project. Tests of the moderator hypotheses were conducted using hierarchical linear multiple regression. Findings – Team setting moderated the relationship that member teamwork orientation and member social interaction had on individual team-source learning; the relationships were stronger in online teams. Practical implications – The results have implications for teams in a variety of settings since the team composition and nature of the work conducted by student teams are similar to that in Western organizational contexts. To avoid possible conflicts that impede learning and performance in online teams, administrators should ensure that team members are chosen carefully and give members a strong reason for being on the team. Originality/value – This paper extends the model examined by Williams et al. to include member social interaction and consider the context in which teamwork occurs and its effects on personal learning and team performance.

Abstract:
Purpose – The purpose of this paper is to present an empirical examination of the convergent validity of the two foremost measurement methods used to assess adaptive performance: subjective ratings and objective task scores. Predictors of adaptive performance have been extensively examined, but limited research attention has been directed at adaptability itself as a validated construct within the job performance domain. Due to this neglect, it is unclear if researchers can generalize findings across criterion measurement methods. Design/methodology/approach – Teams of five (275 individuals) performed a computer-based task that involved a series of disruptions requiring an adaptive response. In addition to post-disruption task scores, subjective self- and peer-ratings of adaptive performance were collected. Findings – Results did not indicate strong support for the convergent validity of subjective and objective measures. Although the measures were significantly related (r=0.47, p < 0.001) and shared a relatively similar correlation pattern in the multitrait-multimethod matrix, 78 percent of the variance between measures was unexplained. Research limitations/implications – Given the goal of understanding “job” performance, results should be confirmed for actual jobs where adaptive performance is imperative (e.g. emergency response, multicultural teams). Practical implications – These findings should serve as a warning that the construct validity of adaptive performance has yet to be fully established, and previous research results should be interpreted cautiously as generalizations about adaptive performance may be limited by the particular measures used to assess the construct. Originality/value – This study was unique in its examination of both subjective and objective measures of adaptive performance. The findings of the present study highlight the need for sound theory to support the adaptive performance construct.

Abstract:
Purpose – In the last few years, several empirical studies about the determinants and success factors of global teams have been published. While these studies show many interesting results, they are often focused on single variables such as cultural homogeneity, cooperation length, or task complexity, but rarely analyze the complex relationships between these concepts. The aim of this paper is to explore how members of global teams consider the relevance of different determinants of their cooperation, how these determinants are interrelated, and how they influence team performance. Design/methodology/approach – In this paper, a network study of global teams in the automotive and airline industries is presented. Based on interviews with the members of nine teams in three companies the software programs NVivo and UCINET were applied for a construct causal network analysis of the relationships between various team characteristics and their impact on team performance. Findings – The study shows that the interaction of team members from different cultures does not directly impact the productivity and creativity of teams. This relationship is rather influenced by various determinants such as task complexity, language skills, communication media and intercultural training. Research limitations/implications – A restriction of this study is its regional concentration on teams with members from European cultures. Future research should broaden this perspective and focus on global teams with a more diverse composition in terms of culture. For example, it would be interesting to know whether for global teams in Asia, South America or Asia similar or different determinants are relevant. Originality/value – The study enhances the knowledge of the complex interrelationships between various determinants of global teams and their impact on team performance. A major methodological contribution is the analysis of real teams, enabling a far more realistic picture than previous experimental studies conducted in this area that

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Everyone who works in a manufacturing facility recognizes that there is always a conflict between Operations and Maintenance, and most would like to see a solution for the ongoing difference of opinions. This problem, however, is just a manifestation of two functions with opposing values created when a facility is built to produce a product. Operations people value maximum production. Maintenance people value preservation of the equipment. Thus, there is a conflict of Utilization of the facilities versus Availability of the facilities.