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effectiveness</title> <meta name="description" content="Search results for: team effectiveness"> <meta name="keywords" content="team effectiveness"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="team effectiveness"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 5480</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: team effectiveness</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5450</span> Understanding Innovation, Mentorship, and Motivation in Teams, a Design-Centric Approach for Undergraduates</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Z.%20Tang">K. Z. Tang</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Ameek"> K. Ameek</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Kuang"> K. Kuang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Rapid product development cycles and changing economic conditions compel businesses to find new ways to stay relevant and effective. One of the ways which many companies have adopted is to spur innovations within the various team-based units in the organization. It would be relevant and important to ensure our graduates are ready to excel in such evolving conditions within their professional eco-systems. However, it is not easy to understand the interplays of nurturing team innovation and improving students’ learning, in the context of engineering education. In this study, we seek to understand team innovation and explore ways to improve students’ performance and learning, via motivation and mentorship. Learning goals from a group of students are collected during a carefully designed two-week long summer programme to provide insights on the main themes, within the context of learning and working in a team. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=team%20innovation" title="team innovation">team innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=mentorship" title=" mentorship"> mentorship</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a> </p> <a href="https://publications.waset.org/abstracts/60354/understanding-innovation-mentorship-and-motivation-in-teams-a-design-centric-approach-for-undergraduates" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60354.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">282</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5449</span> Team Cognitive Heterogeneity and Strategic Decision-Making Flexibility: The Role of Transactive Memory System and Task Complexity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rui%20Xing">Rui Xing</a>, <a href="https://publications.waset.org/abstracts/search?q=Baolin%20Ye"> Baolin Ye</a>, <a href="https://publications.waset.org/abstracts/search?q=Nan%20Zhou"> Nan Zhou</a>, <a href="https://publications.waset.org/abstracts/search?q=Guohong%20Wang"> Guohong Wang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Drawing upon a perspective of cognitive interaction, this study explores the relationship between team cognitive heterogeneity and team strategic decision-making flexibility, treating the transactive memory system as a mediator and task complexity as a moderator. The hypotheses were tested in linear regression models by using data gathered from 67 strategic decision-making teams in the new-energy vehicle industry. It is found that team cognitive heterogeneity has a positive impact on strategic decision-making flexibility through the mediation of specialization and coordination of the transactive memory system, which is positively moderated by task complexity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20decision-making%20flexibility" title="strategic decision-making flexibility">strategic decision-making flexibility</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20cognitive%20heterogeneity" title=" team cognitive heterogeneity"> team cognitive heterogeneity</a>, <a href="https://publications.waset.org/abstracts/search?q=transactive%20memory%20system" title=" transactive memory system"> transactive memory system</a>, <a href="https://publications.waset.org/abstracts/search?q=task%20complexity" title=" task complexity"> task complexity</a> </p> <a href="https://publications.waset.org/abstracts/179267/team-cognitive-heterogeneity-and-strategic-decision-making-flexibility-the-role-of-transactive-memory-system-and-task-complexity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179267.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">79</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5448</span> Evaluation of Teaching Team Stress Factors in Two Engineering Education Programs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kari%20Bjorn">Kari Bjorn</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Team learning has been studied and modeled as double loop model and its variations. Also, metacognition has been suggested as a concept to describe the nature of team learning to be more than a simple sum of individual learning of the team members. Team learning has a positive correlation with both individual motivation of its members, as well as the collective factors within the team. Team learning of previously very independent members of two teaching teams is analyzed. Applied Science Universities are training future professionals with ever more diversified and multidisciplinary skills. The size of the units of teaching and learning are increasingly larger for several reasons. First, multi-disciplinary skill development requires more active learning and richer learning environments and learning experiences. This occurs on students teams. Secondly, teaching of multidisciplinary skills requires a multidisciplinary and team-based teaching from the teachers as well. Team formation phases have been identifies and widely accepted. Team role stress has been analyzed in project teams. Projects typically have a well-defined goal and organization. This paper explores team stress of two teacher teams in a parallel running two course units in engineering education. The first is an Industrial Automation Technology and the second is Development of Medical Devices. The courses have a separate student group, and they are in different campuses. Both are run in parallel within 8 week time. Both of them are taught by a group of four teachers with several years of teaching experience, but individually. The team role stress scale items - the survey is done to both teaching groups at the beginning of the course and at the end of the course. The inventory of questions covers the factors of ambiguity, conflict, quantitative role overload and qualitative role overload. Some comparison to the study on project teams can be drawn. Team development stage of the two teaching groups is different. Relating the team role stress factors to the development stage of the group can reveal the potential of management actions to promote team building and to understand the maturity of functional and well-established teams. Mature teams indicate higher job satisfaction and deliver higher performance. Especially, teaching teams who deliver highly intangible results of learning outcome are sensitive to issues in the job satisfaction and team conflicts. Because team teaching is increasing, the paper provides a review of the relevant theories and initial comparative and longitudinal results of the team role stress factors applied to teaching teams. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=engineering%20education" title="engineering education">engineering education</a>, <a href="https://publications.waset.org/abstracts/search?q=stress" title=" stress"> stress</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20role" title=" team role"> team role</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20teaching" title=" team teaching"> team teaching</a> </p> <a href="https://publications.waset.org/abstracts/71337/evaluation-of-teaching-team-stress-factors-in-two-engineering-education-programs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71337.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">225</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5447</span> The Impact of Self-Viewing in Virtual Teamwork on Team Creativity: The Mediating Effect of Objective Self-Awareness and the Moderating Effect of Psychological Safety</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xueyang%20Li">Xueyang Li</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This thesis investigates the impact of self-viewing on team creativity in virtual teamwork and examines the role of objective self-awareness and psychological safety in this context. The study uses a quantitative research approach and collects data from 304 participants working in virtual teams. We hypothesized that observing oneself in online meetings would lead to a heightened sense of objective self and thus lower team creativity and that psychological safety would moderate their relationship. We tested these hypotheses in a laboratory experiment manipulating whether participants were able to observe themselves during the completion of an online team creativity task and manipulating whether participants were subjected to a psychological safety intervention. The results indicate that self-observation has a negative effect on team creativity in virtual teamwork, while objective self-awareness mediates this relationship, and psychological safety plays a moderating role. We discuss several aspects of the theoretical explanation of the findings. This study contributes to the existing literature by highlighting the importance of self-observation in virtual teamwork and provides practical implications for managers and team leaders to promote creativity in virtual teams. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=objective%20self-awareness" title="objective self-awareness">objective self-awareness</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20safety" title=" psychological safety"> psychological safety</a>, <a href="https://publications.waset.org/abstracts/search?q=self-viewing" title=" self-viewing"> self-viewing</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20creativity" title=" team creativity"> team creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20teamwork" title=" virtual teamwork"> virtual teamwork</a> </p> <a href="https://publications.waset.org/abstracts/165182/the-impact-of-self-viewing-in-virtual-teamwork-on-team-creativity-the-mediating-effect-of-objective-self-awareness-and-the-moderating-effect-of-psychological-safety" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165182.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">100</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5446</span> Comparative Analysis of Competitive State Anxiety among Team Sport and Individual Sport Athletes in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hossein%20Soltani">Hossein Soltani</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Hojati"> Zahra Hojati</a>, <a href="https://publications.waset.org/abstracts/search?q=Seyed%20Reza%20Attarzadeh%20Hossini"> Seyed Reza Attarzadeh Hossini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Anxiety levels before and during competition are not clear due to conflicting findings; various athletes have reported different levels of anxiety from much too low. With respect to the fact that every sport field has its own special nature, and the lack of a comprehensive theory in this field made the author to compare competitive state anxiety among team sport and individual sport athletes in Iran. The sample included 120 male athletes, 60 athletes in individual sports (taekwondo, karate, and wrestling) and 60 athletes in team sports (volleyball, basketball, futsal). All participants in this study were regularly competing at the super leagues and regional level. The research instrument employed was the Persian version of the Competitive State Anxiety Inventory-2. This inventory was distributed among the subjects about 30 minutes before the first competition. Finally, using one-way ANOVA data was analyzed. The results indicated that the mean score of cognitive and somatic anxiety among individual sport athletes was higher than that of team sport athletes (P<0.05). Self-confidence levels of individual sports athletes was higher than that of team sports athletes but the difference was not significant (P >0.05). It seems the being part of a team alleviates some of the pressure experienced by those who compete alone. Conclusion: Individual sport athletes may be more exposed to evaluation and more engaged in their own skills and abilities than team sport athletes given that responsibility for performance is not distributed across several performers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competitive%20state%20anxiety" title="competitive state anxiety">competitive state anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=cognitive%20anxiety" title=" cognitive anxiety"> cognitive anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=somatic%20anxiety" title=" somatic anxiety"> somatic anxiety</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20sports" title=" team sports"> team sports</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20sports" title=" individual sports"> individual sports</a> </p> <a href="https://publications.waset.org/abstracts/32449/comparative-analysis-of-competitive-state-anxiety-among-team-sport-and-individual-sport-athletes-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32449.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">576</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5445</span> An Empirical Analysis of the Relation between Entrepreneur's Leadership and Team Creativity: The Role of Psychological Empowerment, Cognitive Diversity, and Environmental Uncertainty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rui%20Xing">Rui Xing</a>, <a href="https://publications.waset.org/abstracts/search?q=Xiaowen%20Zhao"> Xiaowen Zhao</a>, <a href="https://publications.waset.org/abstracts/search?q=Hao%20Huang"> Hao Huang</a>, <a href="https://publications.waset.org/abstracts/search?q=Chang%20Liu"> Chang Liu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Creativity is regarded as vital for new ventures' development since the whole process of entrepreneurship is rooted in the creation and exploration of new ideas. The entrepreneurial leader is central to the entrepreneurial team, who plays an especially important role in this process. However, few scholars have studied the impact entrepreneurs' leadership styles on the creativity of entrepreneurial teams. In this study, we integrate the historically disjointed literatures of leadership style and team creativity under entrepreneurship circumstance to understand why and when entrepreneurs' different leadership style relates to team creativity. Focus on answering the following questions: Is humility leadership necessarily better than narcissism leadership at increasing the creativity of entrepreneurial teams? Moreover, in which situations humility leadership or narcissism leadership is more conducive to the entrepreneurial team's creativity? Based on the componential theory of creativity and entrepreneurial cognition theory, we explore the relationship between entrepreneurs' leadership style and team creativity, treating team cognitive diversity and environmental uncertainty as moderators and psychological empowerment as mediators. We tested our hypotheses using data gathered from 64 teams and 256 individual members from 53 new firms in China's first-tier cities such as Beijing and Shanghai. We found that there was a significant positive relation between entrepreneurs' humble leadership and psychological empowerment, and the more significant the positive correlation was when the environmental uncertainty was high. In addition, there was a significant negative relation between entrepreneurs' narcissistic leadership and psychological empowerment, and the negative relation was weaker in teams with a high team cognitive diversity value. Furthermore, both entrepreneurs' humble leadership and team psychological empowerment were significantly positively related to team creativity. While entrepreneurs' narcissistic leadership was negatively related to team creativity, and the negative relationship was weaker in teams with a high team cognitive diversity or a high environmental uncertainty value. This study has some implications for both scholars and entrepreneurs. Firstly, our study enriches the understanding of the role of leadership in entrepreneurial team creativity. Different from previous team creativity literatures, focusing on TMT and R&D team, this study is a significant attempt to demonstrate that entrepreneurial leadership style is particularly relevant to the core requirements of team creativity. Secondly, this study introduces two moderating variables, cognitive diversity and environmental uncertainty, to explore the different boundary conditions under which the two leadership styles play their roles, which is helpful for entrepreneurs to understand how to leverage leadership to improve entrepreneurial team creativity, how to recruit cognitively diverse employees to moderate the effects of inappropriate leadership to the team. Finally, our findings showed that entrepreneurs' humble leadership makes a unique contribution to explaining team creativity through team psychological empowerment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneurs%E2%80%99%20leadership%20style" title="entrepreneurs’ leadership style">entrepreneurs’ leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=entrepreneurial%20team%20creativity" title=" entrepreneurial team creativity"> entrepreneurial team creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20psychological%20empowerment" title=" team psychological empowerment"> team psychological empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20cognitive%20diversity" title=" team cognitive diversity"> team cognitive diversity</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20uncertainty" title=" environmental uncertainty"> environmental uncertainty</a> </p> <a href="https://publications.waset.org/abstracts/123816/an-empirical-analysis-of-the-relation-between-entrepreneurs-leadership-and-team-creativity-the-role-of-psychological-empowerment-cognitive-diversity-and-environmental-uncertainty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/123816.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">133</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5444</span> Research Design for Developing and Validating Ice-Hockey Team Diagnostics Scale</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gergely%20Geczi">Gergely Geczi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the modern world, ice hockey (and, in a broader sense, team sports) is becoming an increasingly popular field of entertainment. Although the main element is most likely perceived as the show itself, winning is an inevitable part of the successful operation of any sports team. In this paper, the author creates a research design allowing him to develop and validate an ice-hockey team-focused diagnostics scale, which enables researchers and practitioners to identify the problems associated with underperforming teams. The construction of the scale starts with personal interviews with experts of the field, carefully chosen from the sector of Hungarian ice hockey. Based on the interviews, the author is shown to be in the position to create the categories and the relevant items for the scale. When constructed, the next step is the validation process on a Hungarian sample. Data for validation are acquired through reaching the licensed database of the Hungarian Ice-Hockey Federation involving Hungarian ice-hockey coaches and players. The Ice-Hockey Team Diagnostics Scale is to be created to orient practitioners in understanding both effective and underperforming teamwork. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=diagnostics%20scale" title="diagnostics scale">diagnostics scale</a>, <a href="https://publications.waset.org/abstracts/search?q=effective%20versus%20underperforming%20team%20work" title=" effective versus underperforming team work"> effective versus underperforming team work</a>, <a href="https://publications.waset.org/abstracts/search?q=ice-hockey" title=" ice-hockey"> ice-hockey</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20design" title=" research design"> research design</a> </p> <a href="https://publications.waset.org/abstracts/132475/research-design-for-developing-and-validating-ice-hockey-team-diagnostics-scale" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132475.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">132</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5443</span> Impact of Team-Based Learning Approach in English Language Learning Process: A Case Study of Universidad Federico Santa Maria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yessica%20A.%20Aguilera">Yessica A. Aguilera</a> </p> <p class="card-text"><strong>Abstract:</strong></p> English is currently the only foreign language included in the national educational curriculum in Chile. The English curriculum establishes that once completed secondary education, students are expected to reach B1 level according to the Common European Reference Framework (CEFR) scale. However, the objective has not been achieved, and to the author’s best knowledge, there is still a severe lack of English language skills among students who have completed their secondary education studies. In order to deal with the fact that students do not manage English as expected, team-based learning (TBL) was introduced in English language lessons at the Universidad Federico Santa María (USM). TBL is a collaborative teaching-learning method which enhances active learning by combining individual and team work. This approach seeks to help students achieve course objectives while learning how to function in teams. The purpose of the research was to assess the implementation and effectiveness of TBL in English language classes at USM technical training education. Quantitative and qualitative data were collected from teachers and students about their experience through TBL. Research findings show that both teachers and students are satisfied with the method and that students’ engagement and participation in class is higher. Additionally, students score higher on examinations improving academic outcomes. The findings of the research have the potential to guide how TBL could be included in future English language courses. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=collaborative%20learning" title="collaborative learning">collaborative learning</a>, <a href="https://publications.waset.org/abstracts/search?q=college%20education" title=" college education"> college education</a>, <a href="https://publications.waset.org/abstracts/search?q=English%20language%20learning" title=" English language learning"> English language learning</a>, <a href="https://publications.waset.org/abstracts/search?q=team-based%20learning" title=" team-based learning"> team-based learning</a> </p> <a href="https://publications.waset.org/abstracts/93500/impact-of-team-based-learning-approach-in-english-language-learning-process-a-case-study-of-universidad-federico-santa-maria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/93500.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">189</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5442</span> The Beneficial Effects of Hydrotherapy for Recovery from Team Sport – A Meta-Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Trevor%20R.%20Higgins">Trevor R. Higgins</a> </p> <p class="card-text"><strong>Abstract:</strong></p> To speed/enhance recovery from sport, cold water immersion (CWI) and contrast water therapy (CWT) have become common practice within the high-level team sport. Initially, research into CWI and CWT protocols and recovery was sparse; athletes relied solely upon an anecdotal support. However, an increase into recovery research has occurred. A number of reviews have subsequently been conducted to clarify scientific evidence. However, as the nature of physiological stress and training status of participants will impact on results, an opportunity existed to narrow the focus to a more exacting review evaluating hydrotherapy for recovery in a team sport. A Boolean logic [AND] keyword search of databases was conducted: SPORTDiscus; AMED; CINAHL; MEDLINE. Data was extracted and the standardized mean differences were calculated with 95% CI. The analysis of pooled data was conducted using a random-effect model, with Heterogeneity assessed using I2. 23 peer reviewed papers (n=606) met the criteria. Meta-analyses results indicated CWI was likely beneficial for recovery at 24h (Countermovement Jump (CMJ): p= 0.05, CI -0.004 to 0.578; All-out sprint: p=0.02, -0.056 to 0.801; DOMS: p=0.08, CI -0.092 to 1.936) and at 72h (accumulated sprinting: p=0.07, CI -0.062 to 1.209; DOMS: p=0.09, CI -0.121 to 1.555) following team sport. Whereas CWT was likely beneficial for recovery at 1h (CMJ: p= 0.07, CI -0.004 to 0.863) and at 48h (fatigue: p=0.04, CI 0.013 to 0.942) following team sport. Athlete’s perceptions of muscle soreness and fatigue are enhanced with CWI and/or CWT, however even though CWI and CWT were beneficial in attenuating decrements in neuromuscular performance 24 hours following team sport, indications are those benefits were no longer Sydney evident 48 hours following team sport. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cold%20water%20immersion" title="cold water immersion">cold water immersion</a>, <a href="https://publications.waset.org/abstracts/search?q=contrast%20water%20therapy" title=" contrast water therapy"> contrast water therapy</a>, <a href="https://publications.waset.org/abstracts/search?q=recovery" title=" recovery"> recovery</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20sport" title=" team sport"> team sport</a> </p> <a href="https://publications.waset.org/abstracts/33821/the-beneficial-effects-of-hydrotherapy-for-recovery-from-team-sport-a-meta-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33821.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">507</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5441</span> Virtual Marketing Team Leadership and Burnout: Literature Review, Implications for Managers, and Recommendations for Future Research</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chad%20A.%20Roberts">Chad A. Roberts</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the digitally connected world, global virtual teams are increasingly becoming the norm at large, multinational companies. Marketing managers see the positives of virtual teams. They also see the negatives. Employees who work from home may feel isolated, unorganized, and distracted by homelife. These complexities create a phenomenon that leaves virtual team members feeling burnout, a significant issue for marketing leaders and their team members. This paper examines remote worker burnout in global virtual marketing team settings. It provides an overview of the benefits and downsides to remote working marketing teams. The paper presents the literature on remote work stress and burnout, discusses ways marketing leaders can help prevent virtual employee burnout and suggests future research studies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=COVID-19%20pandemic" title=" COVID-19 pandemic"> COVID-19 pandemic</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a>, <a href="https://publications.waset.org/abstracts/search?q=remote%20work" title=" remote work"> remote work</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20team" title=" virtual team"> virtual team</a> </p> <a href="https://publications.waset.org/abstracts/147656/virtual-marketing-team-leadership-and-burnout-literature-review-implications-for-managers-and-recommendations-for-future-research" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147656.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5440</span> Collaborative Team Work in Higher Education: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Swapna%20Bhargavi%20Gantasala">Swapna Bhargavi Gantasala</a> </p> <p class="card-text"><strong>Abstract:</strong></p> If teamwork is the key to organizational learning, productivity, and growth, then, why do some teams succeed in achieving these, while others falter at different stages? Building teams in higher education institutions has been a challenge and an open-ended constructivist approach was considered on an experimental basis for this study to address this challenge. For this research, teams of students from the MBA program were chosen to study the effect of teamwork in learning, the motivation levels among student team members, and the effect of collaboration in achieving team goals. The teams were built on shared vision and goals, cohesion was ensured, positive induction in the form of faculty mentoring was provided for each participating team and the results have been presented with conclusions and suggestions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=teamwork" title="teamwork">teamwork</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation%20and%20reinforcement" title=" motivation and reinforcement"> motivation and reinforcement</a>, <a href="https://publications.waset.org/abstracts/search?q=collaboration" title=" collaboration"> collaboration</a> </p> <a href="https://publications.waset.org/abstracts/12489/collaborative-team-work-in-higher-education-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12489.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">377</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5439</span> Knowledge Sharing within a Team: Exploring the Antecedents and Role of Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Li%20Yan%20Hei">Li Yan Hei</a>, <a href="https://publications.waset.org/abstracts/search?q=Au%20Wing%20Tung"> Au Wing Tung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge sharing is a process in which individuals mutually exchange existing knowledge and co-create new knowledge. Previous research has confirmed that trust is positively associated with knowledge sharing. However, only few studies systematically examined the antecedents of trust and these antecedents’ impacts on knowledge sharing. In order to explore and understand the relationships between trust and knowledge sharing in depth, this study proposed a relationship maintenance-based model to examine the antecedents of trust in knowledge sharing in project teams. Three critical elements within a project team were measured, including the environment, project team partner and interaction. It was hypothesized that the trust would lead to knowledge sharing and in turn result in perceived good team performance. With a sample of 200 Hong Kong employees, the proposed model was evaluated with structural equation modeling. Expected findings are trust will contribute to knowledge sharing, resulting in better team performance. The results will also offer insights into antecedents of trust that play a heavy role in the focal relationship. The present study contributes to a more holistic understanding of relationship between trust and knowledge sharing by linking the antecedents and outcomes. The findings will raise the awareness of project managers on ways to promote knowledge sharing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title="knowledge sharing">knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=team" title=" team"> team</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/25010/knowledge-sharing-within-a-team-exploring-the-antecedents-and-role-of-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25010.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">617</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5438</span> Knowledge Management and Administrative Effectiveness of Non-teaching Staff in Federal Universities in the South-West, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nathaniel%20Oladimeji%20Dixon">Nathaniel Oladimeji Dixon</a>, <a href="https://publications.waset.org/abstracts/search?q=Adekemi%20Dorcas%20Fadun"> Adekemi Dorcas Fadun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Educational managers have observed a downward trend in the administrative effectiveness of non-teaching staff in federal universities in South-west Nigeria. This is evident in the low-quality service delivery of administrators and unaccomplished institutional goals and missions of higher education. Scholars have thus indicated the need for the deployment and adoption of a practice that encourages information collection and sharing among stakeholders with a view to improving service delivery and outcomes. This study examined the extent to which knowledge management correlated with the administrative effectiveness of non-teaching staff in federal universities in South-west Nigeria. The study adopted the survey design. Three federal universities (the University of Ibadan, Federal University of Agriculture, Abeokuta, and Obafemi Awolowo University) were purposively selected because administrative ineffectiveness was more pronounced among non-teaching staff in government-owned universities, and these federal universities were long established. The proportional and stratified random sampling was adopted to select 1156 non-teaching staff across the three universities along the three existing layers of the non-teaching staff: secretarial (senior=311; junior=224), non-secretarial (senior=147; junior=241) and technicians (senior=130; junior=103). Knowledge Management Practices Questionnaire with four sub-scales: knowledge creation (α=0.72), knowledge utilization (α=0.76), knowledge sharing (α=0.79) and knowledge transfer (α=0.83); and Administrative Effectiveness Questionnaire with four sub-scales: communication (α=0.84), decision implementation (α=0.75), service delivery (α=0.81) and interpersonal relationship (α=0.78) were used for data collection. Data were analyzed using descriptive statistics, Pearson product-moment correlation and multiple regression at 0.05 level of significance, while qualitative data were content analyzed. About 59.8% of the non-teaching staff exhibited a low level of knowledge management. The indices of administrative effectiveness of non-teaching staff were rated as follows: service delivery (82.0%), communication (78.0%), decision implementation (71.0%) and interpersonal relationship (68.0%). Knowledge management had significant relationships with the indices of administrative effectiveness: service delivery (r=0.82), communication (r=0.81), decision implementation (r=0.80) and interpersonal relationship (r=0.47). Knowledge management had a significant joint prediction on administrative effectiveness (F (4;1151)= 0.79, R=0.86), accounting for 73.0% of its variance. Knowledge sharing (β=0.38), knowledge transfer (β=0.26), knowledge utilization (β=0.22), and knowledge creation (β=0.06) had relatively significant contributions to administrative effectiveness. Lack of team spirit and withdrawal syndrome is the major perceived constraints to knowledge management practices among the non-teaching staff. Knowledge management positively influenced the administrative effectiveness of the non-teaching staff in federal universities in South-west Nigeria. There is a need to ensure that the non-teaching staff imbibe team spirit and embrace teamwork with a view to eliminating their withdrawal syndromes. Besides, knowledge management practices should be deployed into the administrative procedures of the university system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=administrative%20effectiveness%20of%20non-teaching%20staff" title=" administrative effectiveness of non-teaching staff"> administrative effectiveness of non-teaching staff</a>, <a href="https://publications.waset.org/abstracts/search?q=federal%20universities%20in%20the%20south-west%20of%20nigeria." title=" federal universities in the south-west of nigeria."> federal universities in the south-west of nigeria.</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20creation" title=" knowledge creation"> knowledge creation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20utilization" title=" knowledge utilization"> knowledge utilization</a>, <a href="https://publications.waset.org/abstracts/search?q=effective%20communication" title=" effective communication"> effective communication</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20implementation" title=" decision implementation"> decision implementation</a> </p> <a href="https://publications.waset.org/abstracts/164095/knowledge-management-and-administrative-effectiveness-of-non-teaching-staff-in-federal-universities-in-the-south-west-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164095.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">102</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5437</span> A Hybrid Heuristic for the Team Orienteering Problem</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adel%20Bouchakhchoukha">Adel Bouchakhchoukha</a>, <a href="https://publications.waset.org/abstracts/search?q=Hakim%20Akeb"> Hakim Akeb </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this work, we propose a hybrid heuristic in order to solve the Team Orienteering Problem (TOP). Given a set of points (or customers), each with associated score (profit or benefit), and a team that has a fixed number of members, the problem to solve is to visit a subset of points in order to maximize the total collected score. Each member performs a tour starting at the start point, visiting distinct customers and the tour terminates at the arrival point. In addition, each point is visited at most once, and the total time in each tour cannot be greater than a given value. The proposed heuristic combines beam search and a local optimization strategy. The algorithm was tested on several sets of instances and encouraging results were obtained. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=team%20orienteering%20problem" title="team orienteering problem">team orienteering problem</a>, <a href="https://publications.waset.org/abstracts/search?q=vehicle%20routing" title=" vehicle routing"> vehicle routing</a>, <a href="https://publications.waset.org/abstracts/search?q=beam%20search" title=" beam search"> beam search</a>, <a href="https://publications.waset.org/abstracts/search?q=local%20search" title=" local search"> local search</a> </p> <a href="https://publications.waset.org/abstracts/12948/a-hybrid-heuristic-for-the-team-orienteering-problem" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12948.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">418</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5436</span> Case Study on Exploration of Pediatric Cardiopulmonary Resuscitation among Involved Team Members in Pediatric Intensive Care Unit Institut Jantung Negara</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farah%20Syazwani%20Hilmy%20Zaki">Farah Syazwani Hilmy Zaki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: Compared to adult cardiopulmonary resuscitation (CPR), high-quality research and evidence on pediatric CPR remain relatively scarce. This knowledge gap hinders the development of optimal guidelines and best practices for resuscitating children. Objectives: To explore pediatric intensive care unit (PICU) CPR current practices in PICU of Institut Jantung Negara (IJN) Malaysia. Method: The research employed a qualitative approach, utilising case study research design. The data collection process involved in-depth interviews and reviewing the Resuscitation Feedback Form. Purposive sampling was used to select two cases consisting of 14 participants. The study participants comprised a cardiologist, one anaesthetist, and twelve nurses. The data collected were transcribed and entered into NVivo software to facilitate theme development. Subsequently, thematic analysis was conducted to analyse the data. Findings: The study yielded key findings regarding the enhancement of PICU CPR practices. These findings are categorised into four themes, namely routine procedures, resuscitation techniques, team dynamics, and individual contributions. Establishment of cohesive team is crucial in facilitating the effectiveness of resuscitation. According to participants, lack of confidence, skills and knowledge presents significant obstacles to effective PICU CPR. Conclusion: The findings of this study indicate that the participants express satisfaction with the current practices of PICU CPR. However, the research also highlights the need for enhancements in various areas, including routine procedures, resuscitation techniques, as well as team and individual factors. Furthermore, it was suggested that additional training be conducted on the resuscitation process to enhance the preparedness of the medical team. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cardiopulmonary%20resuscitation" title="cardiopulmonary resuscitation">cardiopulmonary resuscitation</a>, <a href="https://publications.waset.org/abstracts/search?q=feedback" title=" feedback"> feedback</a>, <a href="https://publications.waset.org/abstracts/search?q=nurses" title=" nurses"> nurses</a>, <a href="https://publications.waset.org/abstracts/search?q=pediatric%20intensive%20care%20unit" title=" pediatric intensive care unit"> pediatric intensive care unit</a> </p> <a href="https://publications.waset.org/abstracts/183440/case-study-on-exploration-of-pediatric-cardiopulmonary-resuscitation-among-involved-team-members-in-pediatric-intensive-care-unit-institut-jantung-negara" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/183440.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">90</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5435</span> A Software Engineering Methodology for Developing Secure Obfuscated Software</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Gonzalez">Carlos Gonzalez</a>, <a href="https://publications.waset.org/abstracts/search?q=Ernesto%20Linan"> Ernesto Linan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We propose a methodology to conciliate two apparently contradictory processes in the development of secure obfuscated software and good software engineered software. Our methodology consists first in the system designers defining the type of security level required for the software. There are four types of attackers: casual attackers, hackers, institution attack, and government attack. Depending on the level of threat, the methodology we propose uses five or six teams to accomplish this task. One Software Engineer Team and one or two software Obfuscation Teams, and Compiler Team, these four teams will develop and compile the secure obfuscated software, a Code Breakers Team will test the results of the previous teams to see if the software is not broken at the required security level, and an Intrusion Analysis Team will analyze the results of the Code Breakers Team and propose solutions to the development teams to prevent the detected intrusions. We also present an analytical model to prove that our methodology is no only easier to use, but generates an economical way of producing secure obfuscated software. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=development%20methodology" title="development methodology">development methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=obfuscated%20software" title=" obfuscated software"> obfuscated software</a>, <a href="https://publications.waset.org/abstracts/search?q=secure%20software%20development" title=" secure software development"> secure software development</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20engineering" title=" software engineering"> software engineering</a> </p> <a href="https://publications.waset.org/abstracts/78465/a-software-engineering-methodology-for-developing-secure-obfuscated-software" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78465.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">250</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5434</span> Analyzing the Readiness of Resuscitation Team during Cardiac Arrest</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=J.%20Byimana">J. Byimana</a>, <a href="https://publications.waset.org/abstracts/search?q=I.%20A.%20Muhire"> I. A. Muhire</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20E.%20Nzabahimana"> J. E. Nzabahimana</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Nyombayire"> A. Nyombayire</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Introduction: A successful cardiopulmonary resuscitation during a sudden cardiac arrest can be delayed by different components including new hospital setting, lack of adequate training, lack of pre-established resuscitation team and ineffective communication and lead to an unexpected outcome which is death. The main objective of the study was to assess the readiness of resuscitation teams during cardiac arrest and the organizational approaches that would best support their functioning in a new hospital facility, and to detect any factor that may have contributed to responses. This study analyses the readiness of Resuscitation Team (RT) during cardiac arrest. —Material and methods: A prospective Analytic design was carried out at a newly established United Nations level 2 hospital facility, on four RTM (resuscitation team member). A semi structured questionnaire was used to collect data. —Results: This study highlights indicate that the response time during cardiac arrest simulation meet both American heart association (AHA) and European resuscitation council guidelines. The study offers useful evidence about the impact of a new facility on RTM performance and provides an exposure of staff to emergency events within the Work setting. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cardiac%20arrest" title="cardiac arrest">cardiac arrest</a>, <a href="https://publications.waset.org/abstracts/search?q=code%20blue" title=" code blue"> code blue</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=resuscitation%20team%20member" title=" resuscitation team member"> resuscitation team member</a> </p> <a href="https://publications.waset.org/abstracts/75912/analyzing-the-readiness-of-resuscitation-team-during-cardiac-arrest" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75912.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">221</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5433</span> A New Distributed Computing Environment Based On Mobile Agents for Massively Parallel Applications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fat%C3%A9ma%20Zahra%20Benchara">Fatéma Zahra Benchara</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Youssfi"> Mohamed Youssfi</a>, <a href="https://publications.waset.org/abstracts/search?q=Omar%20Bouattane"> Omar Bouattane</a>, <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Ouajji"> Hassan Ouajji</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Ouadi%20Bensalah"> Mohamed Ouadi Bensalah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this paper, we propose a new distributed environment for High Performance Computing (HPC) based on mobile agents. It allows us to perform parallel programs execution as distributed one over a flexible grid constituted by a cooperative mobile agent team works. The distributed program to be performed is encapsulated on team leader agent which deploys its team workers as Agent Virtual Processing Unit (AVPU). Each AVPU is asked to perform its assigned tasks and provides the computational results which make the data and team works tasks management difficult for the team leader agent and that influence the performance computing. In this work we focused on the implementation of the Mobile Provider Agent (MPA) in order to manage the distribution of data and instructions and to ensure a load balancing model. It grants also some interesting mechanisms to manage the others computing challenges thanks to the mobile agents several skills. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=image%20processing" title="image processing">image processing</a>, <a href="https://publications.waset.org/abstracts/search?q=distributed%20environment" title=" distributed environment"> distributed environment</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20agents" title=" mobile agents"> mobile agents</a>, <a href="https://publications.waset.org/abstracts/search?q=parallel%20and%20distributed%20computing" title=" parallel and distributed computing"> parallel and distributed computing</a> </p> <a href="https://publications.waset.org/abstracts/24158/a-new-distributed-computing-environment-based-on-mobile-agents-for-massively-parallel-applications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24158.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">410</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5432</span> Structural Balance and Creative Tensions in New Product Development Teams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shankaran%20Sitarama">Shankaran Sitarama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> New Product Development involves team members coming together and working in teams to come up with innovative solutions to problems, resulting in new products. Thus, a core attribute of a successful NPD team is their creativity and innovation. They need to be creative as a group, generating a breadth of ideas and innovative solutions that solve or address the problem they are targeting and meet the user’s needs. They also need to be very efficient in their teamwork as they work through the various stages of the development of these ideas, resulting in a POC (proof-of-concept) implementation or a prototype of the product. There are two distinctive traits that the teams need to have, one is ideational creativity, and the other is effective and efficient teamworking. There are multiple types of tensions that each of these traits cause in the teams, and these tensions reflect in the team dynamics. Ideational conflicts arising out of debates and deliberations increase the collective knowledge and affect the team creativity positively. However, the same trait of challenging each other’s viewpoints might lead the team members to be disruptive, resulting in interpersonal tensions, which in turn lead to less than efficient teamwork. Teams that foster and effectively manage these creative tensions are successful, and teams that are not able to manage these tensions show poor team performance. In this paper, it explore these tensions as they result in the team communication social network and propose a Creative Tension Balance index along the lines of Degree of Balance in social networks that has the potential to highlight the successful (and unsuccessful) NPD teams. Team communication reflects the team dynamics among team members and is the data set for analysis. The emails between the members of the NPD teams are processed through a semantic analysis algorithm (LSA) to analyze the content of communication and a semantic similarity analysis to arrive at a social network graph that depicts the communication amongst team members based on the content of communication. This social network is subjected to traditional social network analysis methods to arrive at some established metrics and structural balance analysis metrics. Traditional structural balance is extended to include team interaction pattern metrics to arrive at a creative tension balance metric that effectively captures the creative tensions and tension balance in teams. This CTB (Creative Tension Balance) metric truly captures the signatures of successful and unsuccessful (dissonant) NPD teams. The dataset for this research study includes 23 NPD teams spread out over multiple semesters and computes this CTB metric and uses it to identify the most successful and unsuccessful teams by classifying these teams into low, high and medium performing teams. The results are correlated to the team reflections (for team dynamics and interaction patterns), the team self-evaluation feedback surveys (for teamwork metrics) and team performance through a comprehensive team grade (for high and low performing team signatures). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=team%20dynamics" title="team dynamics">team dynamics</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20network%20analysis" title=" social network analysis"> social network analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20product%20development%20teamwork" title=" new product development teamwork"> new product development teamwork</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20balance" title=" structural balance"> structural balance</a>, <a href="https://publications.waset.org/abstracts/search?q=NPD%20teams" title=" NPD teams"> NPD teams</a> </p> <a href="https://publications.waset.org/abstracts/175821/structural-balance-and-creative-tensions-in-new-product-development-teams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/175821.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">79</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5431</span> An Empirical Investigation of Relationships between Consumer Involvement and Advertisement Effectiveness </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nasim%20Karami%20Mal%20Amiri">Nasim Karami Mal Amiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Farhad%20Razm%20Azma"> Farhad Razm Azma</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Parts of consumer involvement in regards to one product are related to advertisement strategies. Different consumer involvement has different answers to the effectiveness of advertisement. This study has divided the market considering the characteristics and relationship between consumer involvement and the effectiveness of advertisement. The results of this study show consumer involvement which does affect parts of marketing. A positive and direct relationship among consumer involvement and the eventual effectiveness of advertisement has been shown. A great amount of consumer involvement is directly related to advertisement effectiveness. Therefore, consumer involvement is a critical factor in advertisement strategies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=consumer%20involvement" title="consumer involvement">consumer involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=advertisement%20effectiveness" title=" advertisement effectiveness"> advertisement effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=effective%20marketing" title=" effective marketing "> effective marketing </a> </p> <a href="https://publications.waset.org/abstracts/13105/an-empirical-investigation-of-relationships-between-consumer-involvement-and-advertisement-effectiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13105.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5430</span> Computational Team Dynamics and Interaction Patterns in New Product Development Teams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shankaran%20Sitarama">Shankaran Sitarama</a> </p> <p class="card-text"><strong>Abstract:</strong></p> New Product Development (NPD) is invariably a team effort and involves effective teamwork. NPD team has members from different disciplines coming together and working through the different phases all the way from conceptual design phase till the production and product roll out. Creativity and Innovation are some of the key factors of successful NPD. Team members going through the different phases of NPD interact and work closely yet challenge each other during the design phases to brainstorm on ideas and later converge to work together. These two traits require the teams to have a divergent and a convergent thinking simultaneously. There needs to be a good balance. The team dynamics invariably result in conflicts among team members. While some amount of conflict (ideational conflict) is desirable in NPD teams to be creative as a group, relational conflicts (or discords among members) could be detrimental to teamwork. Team communication truly reflect these tensions and team dynamics. In this research, team communication (emails) between the members of the NPD teams is considered for analysis. The email communication is processed through a semantic analysis algorithm (LSA) to analyze the content of communication and a semantic similarity analysis to arrive at a social network graph that depicts the communication amongst team members based on the content of communication. The amount of communication (content and not frequency of communication) defines the interaction strength between the members. Social network adjacency matrix is thus obtained for the team. Standard social network analysis techniques based on the Adjacency Matrix (AM) and Dichotomized Adjacency Matrix (DAM) based on network density yield network graphs and network metrics like centrality. The social network graphs are then rendered for visual representation using a Metric Multi-Dimensional Scaling (MMDS) algorithm for node placements and arcs connecting the nodes (representing team members) are drawn. The distance of the nodes in the placement represents the tie-strength between the members. Stronger tie-strengths render nodes closer. Overall visual representation of the social network graph provides a clear picture of the team’s interactions. This research reveals four distinct patterns of team interaction that are clearly identifiable in the visual representation of the social network graph and have a clearly defined computational scheme. The four computational patterns of team interaction defined are Central Member Pattern (CMP), Subgroup and Aloof member Pattern (SAP), Isolate Member Pattern (IMP), and Pendant Member Pattern (PMP). Each of these patterns has a team dynamics implication in terms of the conflict level in the team. For instance, Isolate member pattern, clearly points to a near break-down in communication with the member and hence a possible high conflict level, whereas the subgroup or aloof member pattern points to a non-uniform information flow in the team and some moderate level of conflict. These pattern classifications of teams are then compared and correlated to the real level of conflict in the teams as indicated by the team members through an elaborate self-evaluation, team reflection, feedback form and results show a good correlation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=team%20dynamics" title="team dynamics">team dynamics</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20communication" title=" team communication"> team communication</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20interactions" title=" team interactions"> team interactions</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20network%20analysis" title=" social network analysis"> social network analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=sna" title=" sna"> sna</a>, <a href="https://publications.waset.org/abstracts/search?q=new%20product%20development" title=" new product development"> new product development</a>, <a href="https://publications.waset.org/abstracts/search?q=latent%20semantic%20analysis" title=" latent semantic analysis"> latent semantic analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=LSA" title=" LSA"> LSA</a>, <a href="https://publications.waset.org/abstracts/search?q=NPD%20teams" title=" NPD teams"> NPD teams</a> </p> <a href="https://publications.waset.org/abstracts/175825/computational-team-dynamics-and-interaction-patterns-in-new-product-development-teams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/175825.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">70</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5429</span> Team Teaching, Students Perception, Challenges, and Remedies for Effective Implementation: A Case Study of the Department of Biology, Alvan Ikoku Federal College of Education, Owerri Imo State, Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Ihemtuge%20Akim">Daniel Ihemtuge Akim</a>, <a href="https://publications.waset.org/abstracts/search?q=Micheal%20O.%20Ikeanumba"> Micheal O. Ikeanumba</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research focused on team teaching; students perception, challenges, and remedies for effective implementation, a case study of the department of Biology, Alvan Ikoku Federal College of Education, Owerri Imo State, Nigeria. It seeks to address the misconception by students on the use of team teaching as a methodology for learning. Five purposes and five research questions guided this study. Descriptive survey design was used in the study. The students of biology department enrolled in both Bachelor degree and National Certificate in Education in Alvan Ikoku Federal College of Education, Owerri, formed the population size. Simple random sampling technique was used to select the sampled students and 20% of whole lecturers were selected out of the whole given sample size of three hundred and forty (340). The instrument used for data collection was structured 4 point Likert scale questionnaire and analysis was made using mean method. The result revealed that poor time management by lectures, lack of lecture venues, manpower are some of the challenges hindering the effective implementation of team teaching. It was also observed that students perform better in academic when team teaching approach is used than single teaching approach. Finally, recommendations made suggested that teachers involved in team teaching should work together with their teaching strategies and within the time frame to achieve the stated objectives. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=challenges" title="challenges">challenges</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=perception" title=" perception"> perception</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20teaching" title=" team teaching"> team teaching</a> </p> <a href="https://publications.waset.org/abstracts/60180/team-teaching-students-perception-challenges-and-remedies-for-effective-implementation-a-case-study-of-the-department-of-biology-alvan-ikoku-federal-college-of-education-owerri-imo-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60180.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5428</span> Developing a Framework for Online Auction Effectiveness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chechen%20Liao">Chechen Liao</a>, <a href="https://publications.waset.org/abstracts/search?q=Pui-Lai%20To"> Pui-Lai To</a>, <a href="https://publications.waset.org/abstracts/search?q=Chiao-Ying%20Chen"> Chiao-Ying Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An introduction of internet auction has significantly widened the pool of consumers who participate in auctions and increased the number of companies attempting to sell their products in an auction format. Previous research on auctions has focused almost exclusively on the behavior of professional bidders. In this study, we focus on the characteristic of seller, auction parameter and the effect of supply and demand, and examine these impacts on auction effectiveness. In particular, a framework for online auction effectiveness was developed. The framework will help researchers and practitioner to find ways to improve online auction effectiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Auction%20Effectiveness" title="Auction Effectiveness">Auction Effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=Framework%20Developing" title=" Framework Developing"> Framework Developing</a>, <a href="https://publications.waset.org/abstracts/search?q=Online%20Auction" title=" Online Auction"> Online Auction</a>, <a href="https://publications.waset.org/abstracts/search?q=Selling%20Strategy" title=" Selling Strategy"> Selling Strategy</a> </p> <a href="https://publications.waset.org/abstracts/50851/developing-a-framework-for-online-auction-effectiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50851.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">338</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5427</span> Development of Nursing Service System Integrated Case Manager Concept for the Patients with Epilepsy at the Tertiary Epilepsy Clinic of Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=C.%20Puangsawat">C. Puangsawat</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Limotai"> C. Limotai</a>, <a href="https://publications.waset.org/abstracts/search?q=P.%20Srikhachin"> P. Srikhachin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Bio-psycho-social caring was required for promoting the quality of life of the patients with epilepsy (PWE), despite controlled seizures. Multifaceted issues emerge at the epilepsy clinic. Unpredicted seizures, antiepileptic drug compliance problems/adverse effects, psychiatric, and social problems are all needed to be explored and managed. The Nursing Service System (NSS) at the tertiary epilepsy clinic (TEC) was consequently developed for improving the clinical care for PWE. Case manager concept was integrated as the framework guiding the processes and strategies used for developing the NSS as well as the roles of the multidisciplinary team at the clinic. This study aimed to report the outcomes of the developed NSS integrated case manager concept. The processes of our developed NSS program included 1) screening for patient’s problems using questionnaire prior to seeing epileptologists i.e., assessing the patient’s risk to develop acute seizures at the clinic, issues related to medication use, and uncovered psychiatric and social problems; and 2) assigning the patients at risk to be evaluated and managed by appropriate team. Nurses specializing in epilepsy in coordination with the multidisciplinary team implemented the NSS to promote coordinated work among the team which consists of epileptologists, nurses, pharmacists, psychologists, and social workers. Determination of the role of each person and their responsibilities along with joint care plan were clearly established. One year after implementation, the rate of acute seizure occurrence at the clinic was decreased, and satisfactory feedback from the patients was received. In order to achieve an optimal goal to promote self-management behaviors in PWE, continuing the NSS and systematic assessment of its effectiveness is required. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=case%20manager%20concept" title="case manager concept">case manager concept</a>, <a href="https://publications.waset.org/abstracts/search?q=nursing%20service%20system" title=" nursing service system"> nursing service system</a>, <a href="https://publications.waset.org/abstracts/search?q=patients%20with%20epilepsy" title=" patients with epilepsy"> patients with epilepsy</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20of%20life" title=" quality of life"> quality of life</a> </p> <a href="https://publications.waset.org/abstracts/107297/development-of-nursing-service-system-integrated-case-manager-concept-for-the-patients-with-epilepsy-at-the-tertiary-epilepsy-clinic-of-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107297.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">124</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5426</span> Quantifying Individual Performance of Pakistani Cricket Players</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kasif%20Khan">Kasif Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Azlan%20Allahwala"> Azlan Allahwala</a>, <a href="https://publications.waset.org/abstracts/search?q=Moiz%20Ali"> Moiz Ali</a>, <a href="https://publications.waset.org/abstracts/search?q=Hasan%20Lodhi"> Hasan Lodhi</a>, <a href="https://publications.waset.org/abstracts/search?q=Umer%20Amjad"> Umer Amjad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The number of runs scored by batsmen and wickets taken by bowlers serves as a natural way of quantifying the performance of a cricketer. Traditionally the batsmen and bowlers are rated on their batting or bowling average respectively. However, in a game like Cricket, it is not sufficient to evaluate performance on the basis of average. The biasness in selecting batsman and bowler on the basis of their past performance. The objective is to predict the best player and comparing their performance on the basis of venue, opponent, weather, and particular position. On the basis of predictions and analysis, and comparison the best team is selected for next upcoming series of Pakistan. The system is based and will be built to aid analyst in finding best possible team combination of Pakistan for a particular match and by providing them with advisories so that they can select the best possible team combination. This will also help the team management in identifying a perfect batting order and the bowling order for each match. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=data%20analysis" title="data analysis">data analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan%20cricket%20players" title=" Pakistan cricket players"> Pakistan cricket players</a>, <a href="https://publications.waset.org/abstracts/search?q=quantifying%20individual%20performance" title=" quantifying individual performance"> quantifying individual performance</a>, <a href="https://publications.waset.org/abstracts/search?q=cricket" title=" cricket"> cricket</a> </p> <a href="https://publications.waset.org/abstracts/34511/quantifying-individual-performance-of-pakistani-cricket-players" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34511.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5425</span> Assessing Effectiveness of Manager-Subordinate Relationships at Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anant%20Sagar">Anant Sagar</a>, <a href="https://publications.waset.org/abstracts/search?q=Manisha%20Rana"> Manisha Rana</a>, <a href="https://publications.waset.org/abstracts/search?q=Surabhi%20Singhal"> Surabhi Singhal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study was aimed at analysing the effectiveness of manager-subordinate relationship and the different factors contributing to its effectiveness in a mid-sized IT organization. To define effectiveness in context of a manager-subordinate relationship, a model was framed which analyses personal and professional need fulfilment of subordinates. On basis of this need satisfaction based effectiveness model, relationships are categorized into four types anchored on two scales; Personal Need Satisfaction and Professional Need Satisfaction. These spatial effectiveness scores of a managerial relationship are further mapped with the relationship style of the manager to identify relationship styles which are associated with different effectiveness levels. The relationship style is analysed by using Impact Message Inventory-Circumplex (IMI-C). The results show that managerial relationship’s effectiveness is contingent on manager’s affiliation scores, subordinate’s previous work experience and the ability of managers to influence the personal and professional needs of employees through organizational policies. The findings reflect that effectiveness of manager-subordinate relationship increased in a friendly workplace where managers were adequately empowered to acknowledge employee needs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=relationship%20effectiveness" title="relationship effectiveness">relationship effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=need%20fulfilment" title=" need fulfilment"> need fulfilment</a>, <a href="https://publications.waset.org/abstracts/search?q=managerial%20style" title=" managerial style"> managerial style</a>, <a href="https://publications.waset.org/abstracts/search?q=impact%20message%20inventory-circumplex" title=" impact message inventory-circumplex"> impact message inventory-circumplex</a> </p> <a href="https://publications.waset.org/abstracts/4397/assessing-effectiveness-of-manager-subordinate-relationships-at-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/4397.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5424</span> The Impact of Management Competency, Project Team, and Process Design to Corporate Performance through Implementing the Self-Development ERP</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zeplin%20Jiwa%20Husada%20Tarigan">Zeplin Jiwa Husada Tarigan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sautma%20Ronni%20Basana"> Sautma Ronni Basana</a>, <a href="https://publications.waset.org/abstracts/search?q=Widjojo%20Suprapto"> Widjojo Suprapto</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Manufacturing companies in East Java develop their own ERP system or alter the ERP system which is developed by other companies to suit their needs. To make their own system, the companies mostly assign several employees from various departments to create a project team, and the employees are from the departments that are going to utilize the ERP system as the integrated data. The project team decides the making of the ERP system from the preparation stage until the going live implementation process. In designing the business process, the top management is working together with the project team until the project is accomplished. The completion of the ERP projects depends on the project to be undertaken itself, the strategy chosen to complete the project, the work method selection, the measurement system to monitor the project, the evaluation system of the project, and, in the end, the declaration of 'going live' of the ERP project. There is an increase in the business performance for the companies that have implemented the information technology or ERP as they manage to integrate all management functions within their companies. To investigate, some questionnaires are distributed to 100 manufacturing companies, and 90 questionnaires are returned; however, there are only 46 companies that develop their own ERP system, so the response rate is 46%. The result of data analysis using PLS shows that the management competency brings impacts to the project team and the process design. The process design is adjusted to the real process in order to implement the ERP, but it does not bring direct impacts to the business performance. The implementation of ERP brings positive impacts to the company business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management%20competency" title="management competency">management competency</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20team" title=" project team"> project team</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20design" title=" process design"> process design</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP%20implementation" title=" ERP implementation"> ERP implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20performance" title=" business performance "> business performance </a> </p> <a href="https://publications.waset.org/abstracts/81600/the-impact-of-management-competency-project-team-and-process-design-to-corporate-performance-through-implementing-the-self-development-erp" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81600.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">218</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5423</span> Modeling Football Penalty Shootouts: How Improving Individual Performance Affects Team Performance and the Fairness of the ABAB Sequence</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pablo%20Enrique%20Sartor%20Del%20Giudice">Pablo Enrique Sartor Del Giudice</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Penalty shootouts often decide the outcome of important soccer matches. Although usually referred to as ”lotteries”, there is evidence that some national teams and clubs consistently perform better than others. The outcomes are therefore not explained just by mere luck, and therefore there are ways to improve the average performance of players, naturally at the expense of some sort of effort. In this article we study the payoff of player performance improvements in terms of the performance of the team as a whole. To do so we develop an analytical model with static individual performances, as well as Monte Carlo models that take into account the known influence of partial score and round number on individual performances. We find that within a range of usual values, the team performance improves above 70% faster than individual performances do. Using these models, we also estimate that the new ABBA penalty shootout ordering under test reduces almost all the known bias in favor of the first-shooting team under the current ABAB system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=football" title="football">football</a>, <a href="https://publications.waset.org/abstracts/search?q=penalty%20shootouts" title=" penalty shootouts"> penalty shootouts</a>, <a href="https://publications.waset.org/abstracts/search?q=Montecarlo%20simulation" title=" Montecarlo simulation"> Montecarlo simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=ABBA" title=" ABBA"> ABBA</a> </p> <a href="https://publications.waset.org/abstracts/104452/modeling-football-penalty-shootouts-how-improving-individual-performance-affects-team-performance-and-the-fairness-of-the-abab-sequence" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/104452.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">162</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5422</span> The Significance of Organizational Failure Based on the Instance of Samsung Lions Case</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jae%20Soo%20Do">Jae Soo Do</a>, <a href="https://publications.waset.org/abstracts/search?q=Kyoung%20Seok%20Kim"> Kyoung Seok Kim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Korea baseball experts reckoned Samsung Lions as the best baseball team. It has the unparalleled records of winning first place in the pennant race for five straight years from 2011 to 2015 and winning the Korean series for four years in a row from 2011 to 2014. However, the team made an unbelievably miserable record of ninth place in the pennant race in 2016 and 2017. How come the strong competitive superiority has gone and what kind of slump made the team how it is now. This study investigates this organizational failure case of Samsung Lions, the professional baseball team in Korea. What factors have brought the organizational failure to Samsung Lions? Based on an in-depth examination on how a league-fore-runner drastically lost its competitive superiority, this verifies the necessity of risk management to which common corporations as well as sport teams can be subject at any time in these days. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samsung%20Lions" title="Samsung Lions">Samsung Lions</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20failure" title=" organizational failure"> organizational failure</a>, <a href="https://publications.waset.org/abstracts/search?q=baseball" title=" baseball"> baseball</a>, <a href="https://publications.waset.org/abstracts/search?q=slump" title=" slump"> slump</a> </p> <a href="https://publications.waset.org/abstracts/85374/the-significance-of-organizational-failure-based-on-the-instance-of-samsung-lions-case" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85374.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">315</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5421</span> Elements of Critical Event Management: A Qualitative Study of Trauma Teams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tan%20Xin%20Zhong%20Timothy">Tan Xin Zhong Timothy</a>, <a href="https://publications.waset.org/abstracts/search?q=Chang%20Chen%20Jie%20Victor"> Chang Chen Jie Victor</a>, <a href="https://publications.waset.org/abstracts/search?q=Yew%20Kwan%20Tong"> Yew Kwan Tong</a>, <a href="https://publications.waset.org/abstracts/search?q=Lim%20Geok%20Peng%20Sandy"> Lim Geok Peng Sandy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Background: Leaders in crisis response teams such as Trauma Teams in hospitals are essential to the effective coordination and direction of the team. The response to emergency trauma situations must be accurate, rapid, and well executed. To this end, the team leader’s social, technical and leadership skills are essential factors that implicate the success of an emergency trauma intervention. While each emergency trauma case varies in severity and complexity, and the experience and expertise of team leaders may vary, it would be productive to identify certain coordinative and directive functions that improve the capacity for leading a team. Methods: This qualitative study of Trauma Team physicians in Singapore General Hospital (SGH) involved 50 in-depth interviews with doctors and nurses involved in Trauma Team activations, observations of Trauma Teams managing emergency patients, and reviews of audio/video recordings of 65 trauma activations. The interviews were conducted with doctors of various ranks across the relevant departments, 12 from the Emergency Department (ED), 11 from General Surgery (GS) and 8 from Orthopaedics, while the 6 nurses were from ED. In accordance with the grounded theory approach, the content of the interviews was coded and analysed in order to derive broad leadership themes that corresponded with certain behavioural traits exhibited by trauma team leaders, supplemented with the observational and audio/video data. Results: The leadership behaviours of the team leaders could be typified into three broad categories: team orientation, engagement and activeness. Team orientation corresponds with the source and form of cognitive responsibility, decision-making and informational contributions, divisible into individualistic and consultative sub-categories. Engagement refers to the type of activity that leaders prefer to engage in, and which implicates their attentional focus, divisible into participatory and supervisory sub-categories. Activeness is a function of the leader’s attitudes towards the behavioural regulation of the team, which manifests in inactivity or activity to augment or merely align with protocol. These factors are not exhaustive and are contextually sensitive, but collectively implicate a significant portion of the leadership activity observed in trauma teams. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=trauma%20team%20activations" title="trauma team activations">trauma team activations</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20event%20management" title=" critical event management"> critical event management</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=teamwork" title=" teamwork"> teamwork</a> </p> <a href="https://publications.waset.org/abstracts/82620/elements-of-critical-event-management-a-qualitative-study-of-trauma-teams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82620.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">326</span> </span> </div> </div> <ul class="pagination"> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=team%20effectiveness&page=1" rel="prev">&lsaquo;</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=team%20effectiveness&page=1">1</a></li> <li class="page-item active"><span class="page-link">2</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=team%20effectiveness&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=team%20effectiveness&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=team%20effectiveness&page=5">5</a></li> <li class="page-item"><a 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