• 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.

• Journal of the Korean Data Analysis Society
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• v.20 no.6
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• pp.2781-2792
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• 2018

From a cognitive perspective, this study investigates the role of emergent leaders in developing team cognition and affecting team performance. With application of the cognitive complexity theory, this study hypothesizes that emergent leaders' cognitive complexity will be positively associated with team cognitive complexity, and that team cognitive complexity will be positively associated with team performance. In addition, team cognitive complexity is hypothesized to mediate the effect of the cognitive complexity of emergent leaders on team performance. To test the research hypotheses, data were obtained from 100 teams comprising a total of 339 undergraduate students who participated in a business simulation game. The findings of this study suggests that the cognitive complexity of emergent leaders is a significant predictor of team cognitive complexity, and that team cognitive complexity is positively related to team performance. Moreover, team cognitive complexity significantly mediates the effect of emergent leaders' cognitive complexity and team performance.

• 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.

• Fashion & Textile Research Journal
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• v.10 no.6
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• pp.936-946
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• 2008

The purpose of this study is to analyze whether transactional leadership and transformational leadership have an effect on team empowerment and performance. To this end, a survey was conducted from August 1 to 30 in 2008, among team members of fashion companies. The data was collected with 586 subjects, the statistical analysis methods were frequency analysis, reliability analysis, factor analysis and multiple regression analysis. The results of this study were as follows; First, contingent reward of transactional leadership had an effect on team empowerment factors and team performance factors. Second, charisma, individualized consideration and intellectual stimulation of transformational leadership had an effect on team empowerment factors and team performance factors. Third, team potency, team autonomy and team meaning of team empowerment had an effect on team performance factors.

• 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.

• The Journal of Information Systems
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• v.20 no.1
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• pp.1-20
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• 2011

This study investigated the factors that facilitate knowledge creation of team with the aspect of knowledge management. We considered two characteristics which are team members' psychological characteristics (achievement needs and conflict emotion) and knowledge network characteristics among team members (internal cohesion and external bridging) and verified the relationship between these characteristics and team performance. Furthermore, we examined whether these characteristics have a different effect on team performance according to the mastery climate. This study performed a survey targeting team members in knowledge based firms and 376 final surveys to be used as a sample in this study. The result showed that team members' psychological characteristics and knowledge network characteristics among Team members have an influence on team performance significantly. In addition, the master climate moderated the relationship between team members' psychological characteristics and team performance.

• Journal of Digital Convergence
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• v.14 no.12
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• pp.303-311
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• 2016

This study was to identify the effects of shared leadership on team performance and team commitment of Team-Based Learning(TBL) in nursing students and verify the mediating effects of team trust on the relationships between shared leadership and team performance and team commitment. Data were collected via survey from 99 nursing students to participate in TBL for 6weeks, in June 2016. The major findings were as follows: Shared leadership had a significant correlation with team performance and team commitment and team trust. Shared leadership had a positive effect on team performance and team commitment. Team trust had a partial mediating effect in the relationship between shared leadership and team commitment. The results of study show that shared leadership of TBL is very important for high team performance and team commitment and shared leadership make effect on team commitment under the mediation of team trust. Therefore, it is necessary to increase shared leadership and team trust for high team effectiveness in TBL.

• Journal of the Korean Society of Clothing and Textiles
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• v.34 no.10
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• pp.1687-1700
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• 2010

This study analyzes the effects of leadership by team leaders on team empowerment and the effects of team empowerment on the performance of team members in fashion companies. A survey was conducted from May 1 to June 30 in 2010. The data were collected from team members in fashion companies in the Seoul metropolitan area and 670 respondents were used in the data analysis. The statistical analysis methods were frequency analysis, factor analysis, reliability analysis, and multiple regression analysis. As a result, the leadership of the team leaders was classified by the contingent reward, individualized consideration, intellectual stimulation, charisma, and exceptional management. Team empowerment was classified by the team potency, team autonomy, team impact, and team meaning. The performance of team members were classified by the job accomplishment, job satisfaction, and job commitment. The intellectual stimulation and charisma leadership influenced team empowerment in fashion companies; in addition, the team potency, team impact, and team meaning influenced the performance of team members in fashion companies.

• Knowledge Management Research
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• v.14 no.5
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• pp.81-100
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• 2013

In this era of cut-throat competition, innovation is a source of competitive advantage, and securing core competency through innovation plays a pivotal role in ensuring the survival and growth of an organization. In an organization, R&D team is a core division driving innovation, and creative tension and conflict among researchers fuels innovative performance. Despite heated debate over the positive and negative effects of conflict, insufficiently-identified process factors have left sophisticated mechanisms between conflicts and effects unaddressed. This study assumes that team learning behaviors can bean important process factor given that conflict propels learning, and that learning is a decisive factor in creating competitive advantage. This study conducted an empirical analysis of the relationship between relationship/task conflict and team innovative performance, and the mediating role of team learning behaviors using data collected from a questionnaire sent out to the heads of 262 R&D teams and second highest-ranking officials thereof. The analysis conducted based on structural equation model indicates that relationship conflict has negatively affected team learning behaviors, whereas task conflict has positively influenced team learning behaviors(full mediation effect), team learning behaviors has positively influenced team innovative performance. Based on these results, the study has suggested implications of intra-team conflict and team learning behaviors for team innovative performance.

• 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.