• Journal of the Ergonomics Society of Korea
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• v.32 no.1
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• pp.97-106
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• 2013

Objective: The aim of this study is to investigate the attributing factors influencing team performance. Background: Technically, it is necessary that operators adapt themselves to computerized and advanced techniques to operate the main control rooms safely in nuclear power plant in Korea. The more main control rooms are digitalized, the more important for operators to have high team performance it is. Method: This paper analyzes team process through literatures review and elicits team performance shaping factor. Especially, the objective of this research is to elicit communication using common team performance shaping factors. Results: This study has found communication through team performance shaping factors in Main Control Room of the SMART. Conclusion: This paper can offer a starting point for team communication, which can use team performance shaping factor framework that are emerging in these new nuclear power plant. Application: As a result, I expect that the evaluation communication for MCR operator's team performance will lead the operating techniques in nuclear power industry internationally.

• Journal of Information Technology Services
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• v.16 no.3
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• pp.67-81
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• 2017

IT project teams are composed of experts from various domains with different backgrounds, such as business and technologies. Thus, enhancing knowledge sharing and increasing team social capital are critical for the success of the project. This study examines the relationship among the team social capital, team climate and team performance. A research model and hypotheses are developed from literature review and empirically validated. The research model consists of team social capital, team climate and team performance. Specifically, team social capital, as antecedents, wasconceptualized asinternal and external differentiated by team boundary, and team climate is conceptualized as innovative climate and supportive climate. Using measures adopted from previous studies, 166 data points were collected to test the research model and related hypotheses. PLS data analysis indicated that internal and external social capitalhave positive effect on innovative climate while internal social capital has a positive effect on supportive team climate. The innovative and supportive climate has significant effect on the team performance. Based on the results, we proposed several team management skills for IT project managers. Theoretical constributions are discussed at the end with limitations and further studies.

• Journal of the Korea Society of Computer and Information
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• v.23 no.8
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• pp.107-114
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• 2018

This study was conducted for the purpose of examining the effects of team trust element of rugby players on self-determination motive and team performance. As for the study subjects, rugby players participated in the 97th national athletic meet in 2016 were selected. As for data collection, in the total of 221 copies of samples were collected through convenience sampling method and 182 copies were used for the final analysis. Using SPSS 18.0, the collected data were analyzed through frequency analysis, exploratory factor analysis, Cronbach's ${\alpha}$ test, correlation analysis and multiple regression analysis and the following conclusions have been obtained. First, as for the effects of rugby players' team trust element on self-determination motive, it was found that team trust influenced external moderation, internal moderation, integrated moderation and identification moderation, and teammate trust influenced internal moderation, integrated moderation and identification moderation. Second, as for the effects of rugby players' team trust element on team performance, it was found that team trust and teammate trust influenced team performance. Third, as for the effects of rugby players' self-determination motive on team performance, it was found that integrated moderation and internal moderation influenced team performance.

• Journal of Information Technology Services
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• v.17 no.4
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• pp.191-208
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• 2018

This study explores the role of knowledge sharing activities among team members and performance in R&D setting. Knowledge sharing activities are classified into two : Knowledge sharing activity within/outside team. And the relationships between the knowledge activities and R&D performance are also examined according to three R&D stages : basic, applied, and developmental research. A empirical study was conducted at a research institute of large company that leads the advanced research and development of the domestic chemical industry. Data was collected 292 copies out of 500 copies (Response rate 58.4%). The result indicated that knowledge sharing within and outside the team has a positive effect on R&D Performance. In particular, knowledge sharing within the team has a greater effect on R&D outcomes in basic research stage. Knowledge sharing outside the team has a greater effect on R&D outcomes in the development research stage. In the R&D organization, it is important that members of the team are well-connected and understanding each other, but they should encourage positive relationships with external members of the team. Depending on the R&D field of the team, the basic research field should concentrate more on knowledge sharing within the team, while the development research field should focus more on knowledge sharing outside the team.

• Knowledge Management Research
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• v.13 no.3
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• pp.105-125
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• 2012

Previous studies have focused on individual and organizational learning. Amid an increasingly complex business environment, a team system designed to improve flexibility and adaptability constitutes the most basic part of an organization. Still, team learning has rarely been discussed. In addition, team learning behavior, despite being an important part of a team process, is often mentioned as a team-level outcome variable. Given that team learning behavior involves constant changes in thinking and behavior, a shared belief among team members is needed in order to positively influence innovative performance of a team. In spite of that, there has been only limited discussion of it. Besides, few domestic studies have dealt with R&D teams that can clearly demonstrate team learning behavior and team innovative performance. This study is an empirical analysis of the impact of team efficacy on team innovative performance and the mediating role of team learning behavior based on materials collected from team leaders and their immediate subordinates in 268 R&D teams. The analysis showed that team learning behavior actually has a positive effect on team innovative performance. Team efficacy also turned out to have a positive influence on team learning behavior. Lastly, the study found that team learning behavior played a mediating role in the relationship between team efficacy and team innovative performance. Based on those results, the study has identified implications and suggested directions for future research.

• Asia pacific journal of information systems
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• v.15 no.3
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• pp.9-39
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• 2005

Recently, knowledge transfer has been recognized as one of the major factors for success of IT projects but little investigated in Information Systems research. IT project, which needs collaboration between organization's IT project team and external partner, is an critical source for a firm to acquire external knowledge and to achieve its competitive advantage. Based on this recognition on knowledge transfer under IT project, we investigate a mediation role of knowledge transfer to IT project performance after identifying its antecedents such as project team capabilities and partner capabilities. The research model is tested by analyzing 161 sample data gathered from firms' employees who have participated IT projects within last two years. The results reveal that knowledge transfer has full-mediation effect between its antecedents and IT project performance. Moreover, project team capabilities have more impacts on knowledge transfer than partner capabilities do.

• Journal of Information Technology Services
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• v.10 no.4
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• pp.133-147
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• 2011

This study explores the applicability of social capital theory in IT project management. Specifically, an empirical model is developed using different types of leadership competencies (emotional, cognitive, and social) as independent constructs impacting IT project performance. Social capital shared among team members are measured and placed as a mediating construct between leadership competencies and performance. Using PLS analysis of 120 data points collected through a survey of IT project participants in two large electronic manufacturers, direct and indirect impacts of leadership competencies are explicated. Research results reveal that emotional leadership competency seems to directly influence the project performance but not through team social capital, while social leadership competency seems to indirectly influence the project performance through team social capital but not directly onto the project performance. Cognitive leadership competency is the only leadership competency that maintains direct and indirect influence on project performance. Total effect of cognitive competency on project performance is almost two times larger than the total effect of emotional leadership competency and six times larger than the total effect of social leadership competency. Implications of findings are discussed at the end, and further studies are suggested.

• Knowledge Management Research
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• v.6 no.2
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• pp.67-90
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• 2005

Attention has been focused recently on the concept of shared cognition which encompasses the notion that effective team members hold knowledge that is overlapping and complementary with teammates. This shared cognition is expected to improve team effectiveness. In contrast to the continued efforts in developing theoretical approach of shared cognition, empirical studies are meager. Thus, we conducted an empirical study to investigate the role of shared cognition on team effectiveness. This study classifies shared cognition into two types, team mental model and transactive memory system, by shared meaning. A total of 121 new product development teams in the IT industry were surveyed for the data collection. The results of analysis can be summarized as follows: first, team mental model has a positive influence on team performance, team innovative behavior and team learning effect. And the relation with team mental model and team performance is moderated by the similarity of knowledge structure among the expert. Second, transactive memory system has a positive influence on team performance, team innovative behavior and team learning effect.

• Journal of Digital Convergence
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• v.7 no.1
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• pp.111-123
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• 2009

IT projects need engineers with various backgrounds to cooperate to build an IT system that satisfy the requirements of users given a limited expense and time. Such diversity of team members and the complexity of task naturally involve considerable amount of conflict among team members. High level of conflict among team members is known to be detrimental to the performance of the team. The purpose of this study is to examine the reasons for conflicts among team members in IT projects and to check how the level of conflict affects the performance of a project and the satisfaction of the members of the project team. To test the relationship, a survey on 166 participants in IT projects was conducted. The reasons for conflicts in IT projects were categorized into five types. The level of ambiguity was found to have a significant correlation with the level of conflict. And the level of conflict, in turn, is found to have a significant effect on the degree of satisfaction among team members and the project results. Based on the research results, it is suggested that a clear definition of tasks and their boundaries is required to reduce ambiguity and thus, the level of conflict and improve the level of satisfaction of IT project team members.

• Journal of Distribution Science
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• v.15 no.7
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• pp.19-24
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• 2017

Purpose - There are several problems that organizations face to make a better team-based system such as free-rider issue, assigned difficult jobs unfairly and bickering between high performers and average performers. The purpose of this study is to provide solutions for practitioners through past academic studies on how organizations can resolve several issues in team management. Ultimately, it would lead to employees as better performers for organization's profitability and customers' satisfaction. Research design, data, and methodology - Solution 1 - put employees who have a similar performance ability together into a same team and apply 'growth' approach for low performance team. Solution 2 - make a new evaluation system which is balanced between individual's performance and team's performance. Solution 3 - monitor thoroughly to diffuse difficult works equally among teams and develop management practice system that may prevent or resolve difficult work-loads for a team or an individual performer. Result - Investigation suggests that organizations may resolve three conflicts which come from team base system. Moreover, the implications of results show that the most important criteria in team management depend on whether performers have a similar ability in the same team and management handles issue of justice and the performance of each employee is evaluated by total team performance evaluation simultaneously. Conclusions - All in all, our recommendation concludes that if three issues are resolved, the lack of trust in team-based system among team members will be missed.