 Team Work as a Source of Synergy - Quantitative ApproachMonika Jasinska European Research Studies Journal, 2025, vol. XXVIII, issue 4, 828-854 Abstract: Purpose: The aim of the article is to point out to a constant need and ability the organisations operating in an innovative economy have to ensure the quality of teamwork. In other words, a type of joint action, on the basis of which synergy emerges. Design/Methodology/Approach: Hence, the study measures dependence of factors significant for the efficiency in team working and analyses them from added value perspective, which is expressed as a qualitative measure of synergy - satisfaction of joint action (satisfaction*). In order to have all that possible, both the summary of qualitative research and analysis of quantitative data of the preliminary survey must be taken into consideration. The two aspects first needed to be surfaced and determined. Thus, for the research part the grounded theory and surveys were used, while the analytical part involved the development of two models i.e. confirmatory factor analysis and a multiple regression one. In turn they allowed to select and describe the values of the quality parameters of team work. The focus was then on identifying key terms and determining significant relationships for synergy in team work. Findings: The case study-based project, made it possible to see the strength of cooperation and its effects, supported by the quality of relations and the activity of potential in action in the studies teams. Subsequently, it prompted a more holistic approach to joint action requiring from its parties commitment, all to boost teamwork, and accountability for quality and reinforcement of social potential in an organisation. This only confirms the legitimacy of systemic thinking philosophy in the context of skills growth, and obtaining beneficial effects of joint learning, development and sustainable work. Practical Implications: A good management of organisation is an intricate and yet reachable concept and once found is like a patent for an innovator. However, no great approach is possible without system thinking that triggers the right solution, methods of operation, building the organisation's value based on its potential. This is especially important in the context of learning organisations. Originality/Value: The originality of the article lies in applying synergy—understood as “satisfaction with joint action”—as a qualitative measure of the added value generated by teamwork, as well as in integrating qualitative and quantitative methods (grounded theory, CFA, regression). The article identifies key factors and relationships that influence synergy, highlights its significance in innovative organizations, and emphasizes the role of systems thinking in building social potential and enhancing the quality of collaboration. Through its case study, it provides practical evidence of the value of synergy for team effectiveness and the development of learning organizations. Keywords: Synergy; teamwork quality; cooperation; organisation potential; learning organisation. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ers:journl:v:xxviii:y:2025:i:4:p:828-854 Access Statistics for this article More articles in European Research Studies Journal from European Research Studies Journal |
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