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The importance of team processes for different team types

机译：团队流程对于不同团队类型的重要性

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Purpose - The purpose of this paper is to determine the extent to which team processes vary between team types, as well as the relative importance of these processes for different team types. Design/methodology/approach - A survey study evaluated a sample of 316 members of various work teams that were classified as either intellectual (e.g. executive team) or physical (e.g. production team) teams. Independent samples Wests, paired samples /-tests, and confirmatory factor analysis were used to evaluate hypotheses. Findings - Confirmatory analysis indicated transition and action oriented process behaviors were distinct from one another. Intellectual teams were found to value transition processes (planning and strategizing) more highly than physical teams. Intellectual teams also valued transition processes (planning and strategizing), more than action processes (monitoring and coordinating). Research limitations/implications - Research on team processes tends to focus upon a "one size fits all" approach to teamwork, but this approach has yielded inconsistent frameworks. This study provides evidence that these inconsistencies are due to the changing nature of teamwork. This study was limited in that only two broad types of teams and two types of process competencies were assessed. Practical implications - Differences in the importance of certain processes for specific team types should be taken into account when implementing systems for team selection, performance appraisal, and training. Originality/value - This paper provides empirical support for previous theoretical suppositions that different team types differ in the level of importance they place on certain processes.
机译：目的-本文的目的是确定团队流程在不同团队类型之间变化的程度，以及这些流程对于不同团队类型的相对重要性。设计/方法/方法-一项调查研究评估了316个不同工作团队成员的样本，这些工作团队分为知识（例如执行团队）或物理（例如生产团队）团队。独立样本Wests，成对样本/测试和验证性因子分析用于评估假设。调查结果-验证性分析表明，过渡和行动导向的过程行为彼此不同。发现知识型团队比实体团队更重视过渡过程（计划和战略制定）。知识团队还重视过渡过程（计划和战略制定），而不是行动过程（监控和协调）。研究的局限性/含意-团队流程的研究倾向于集中于“一刀切”的团队合作方法，但是这种方法产生了不一致的框架。这项研究提供了证据表明这些不一致是由于团队合作性质的不断变化造成的。该研究的局限性在于仅评估了两种类型的团队和两种类型的过程能力。实际意义-在实施团队选择，绩效评估和培训的系统时，应考虑某些过程对于特定团队类型的重要性的差异。原创性/价值-本文为先前的理论假设提供了经验支持，这些理论认为不同的团队类型在某些过程中的重要性不同。

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