Effects of context on team behaviour
P. Robert Duimering and
Robert B. Robinson
International Journal of Human Resources Development and Management, 2009, vol. 9, issue 1, 19-35
An inductive case study of an effective self-directed team working in a manufacturing setting was conducted over a six-month period. Semistructured interviews and participant observations were used to investigate the behavioural characteristics of the team and the properties of the team's task situation that may have influenced its behaviour. The findings indicate that help among members was the team's most significant behavioural norm. Various contextual factors that are consistent with the development of this norm were present in the situation including task flexibility, low task interdependence and others. The implications for future research are discussed.
Keywords: team norms; helping; organisational context; self-directed teams; teamwork; team behaviour; manufacturing industry; task flexibility; task interdependence. (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:9:y:2009:i:1:p:19-35
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