Building information modelling (BIM) teams, hereafter referred to as BIM-based construction networks, are teams whose possibly geographically dispersed members from various organisations and ...disciplines, perform project tasks on BIM-enabled projects. In recent years, BIM-based construction networks have progressively become the norm in executing BIM activities on projects. However, even though achieving BIM's full capabilities relies on effective collaboration among the team members in BIM-based construction networks, it is still a struggle for these members to collaborate. Nonetheless, only a few studies have been conducted to identify the barriers to strengthening team collaboration in BIM-based construction networks. To address this gap, the current study, by examining 73 journal articles on collaboration in BIM-based construction networks, builds upon a theoretical review of the literature. A conceptual model is presented to capture the main barriers to collaboration in BIM-based construction networks. The study benefits researchers as well as project managers. For researchers, the conceptual model provides an intermediate theory, namely, a theoretical basis to direct further knowledge creation attempts on the topic. In addition, the conceptual model supports project managers on BIM-enabled projects. That is, it simplifies the knowledge now available for practical applications enabling it to be translated into guidelines and practical instructions on real-life projects.
•Focuses on issues of collaboration in BIM-based construction networks•Conducts a review of extant literature to identify the barriers to collaboration•Provides a conceptual model, as an intermediate theory to capture the barriers culled from the literature•Makes available a typology for the barriers and directs future research on the topic
In today's digital age, a variety of agile and lean-oriented formats such as innovation labs (IL) have evolved to conquer new business opportunities. Little is known about ILs from a participants' ...perspective. The literature has a static view of ILs, focuses on the lab phase, and neglects that ILs also require a setup and reintegration phase. This case study draws upon an IL in the financial industry, explores team formation and performance along the IL journey, and draws attention to the reintegration of results. The results indicate that, except for facilitation, resources, and physical space, participants matter. The effectiveness of ILs depends on the dynamic interplay of participants, lab environment, facilitation, and resources. Our research clearly indicates that organizations must manage participants' expectations, facilitate team building, and prepare for reintegration. We encourage scholars to consider the participants' perspective at the heart of ILs.
The present study offers new theoretical insights into the dynamics of shared leadership. Integrating arguments from shared leadership and team development theory, we examine how shared leadership ...changes over the course of a project team's life cycle and how this pattern of change relates to team performance. Guided by shared leadership theory and project team literature, we also explore team‐level factors, which may alter the pattern of shared leadership development. In particular, we propose that in project teams shared leadership develops in a nonuniform way, approximating an inverted U‐shaped pattern, increasing early in the team's life cycle, peaking around the midpoint, and then decreasing in the later phase. In turn, this development pattern relates positively to team performance. We also extend theory by explaining how specific team characteristics influence the pattern of shared leadership development. Using a three‐study approach, we empirically examine the hypothesized relationships and conclude with a general discussion of the theoretical and practical implications of our findings.
As teams have become an increasingly necessary component of organizational structure, organizations have turned to team development interventions in hopes of facilitating performance gains in their ...teams. However, it is critical to understand that team development interventions are not "one size fits all." This review provides a close examination of the two most prevalent intervention approaches, team training and team building, in order to highlight their contributions to improving teams when designed according to team development science.
This study employs a qualitative research method to advance understanding of the process of swift trust formation in global virtual teams (GVTs), which rely heavily on the Internet for virtual ...collaboration. We explore two key research questions: 1) What is the process of swift trust formation in GVTs? 2) How do GVTs develop swift trust behaviors during virtual collaboration? Over a period of two years (2014–2016), we interviewed 57 individuals from 16 countries. The interviewees had been GVT members in an international experiential learning project, and our aim was to explore their in-depth experiences of teamwork dynamics and swift trust formation. Our key contributions to the international management literature are 1) the development of a descriptive model of global virtual collaboration that explains the cyclical process of swift trust formation and 2) the formulations of prescriptions for promoting high-trust behaviors in GVTs. In the conclusion, this study reviews the theoretical and practical implications of understanding swift trust behaviors in the GVT context in order for firms to achieve business excellence and management effectiveness internationally.
Problem statement. The relevance of the work lies in the proposed combination of methods and tools for application development during the educational process, which repeats frequent situations in ...industrial software development. The goal is to create conditions that allow to gain collective development skills close to real participation in software production. Methodology. During the training, students will write separate parts of the overall project, embedding their solution into the general logic of the system based on the implementation of the class interface set by the teacher. At the same time, frequently used design patterns are described and applied, such as model-view-controller, strategy, etc. The augmented project is synchronized between the participants using a version control system. As a result, students have a full-fledged application, parts of which are written by individual participants. Results. The implementation of the approach is considered on the example of the game “Chess”, in which each of the students can write the code of a separate figure; the possibilities of applying the approach within one or more classes and the potential risks of its use are indicated. Conclusion. The proposed approach allows students to gain work experience close to industrial programming and master such competencies as joint development, work in version control systems and building modular systems.
Building a Veterinary Practice Team Perry, Monica Dixon
The Veterinary clinics of North America. Small animal practice
54, Številka:
2
Journal Article
Recenzirano
Building a successful veterinary team is foundational and a driving force to having an all-around accomplished veterinary practice, one that provides quality customer service and medical care while ...being financially healthy and creating an environment for team members to thrive and be happy, highly productive employees. This article focuses on new and innovative approaches to cultivating a practice personality and culture that is employee centered. This article provides a road map to assist in implementing and achieving the next big steps needed to have an employee-focused business. Taking care of employees, unlike ever before, is desperately needed in veterinary practices.
Team training contributes to improved performance, reduced errors, and even saving lives-and it exists today because psychologists collaborated across domains to contribute their expertise. Our ...objective was to highlight the salient role of multidisciplinary collaboration in the success of team training, an area driven by psychologists responding to real-world problems. In this article, we deliver (a) a historical account of team training research, acknowledging critical turning points that shaped the science; (b) a synthesis of major contributions from subdisciplines of psychology; and (c) a collection of lessons learned in the science and practice of team training. We begin with the history of problems that created a need for solutions and the psychologists across domains who worked together to develop a science to improve teamwork. We give poignant examples of fatal mistakes that incited action and enabled scientific breakthroughs through research partnerships. Next, we detail the theoretical drivers behind the science and the hands-on approach of investigating how we turn a team of experts into an expert team. We discuss the spectrum of team training research throughout time, including major influences that shifted dominant paradigms of thought, while emphasizing its multidisciplinary nature and the contributions of psychologists. Finally, we provide a list of lessons learned from a half-century of multidisciplinary research.
Project Management is one of the main supply chains today. The project manager’s responsibility is to develop a project team but he is focused on the application of methods and tools and doesn’t take ...into consideration the fact that the human factor has a 70% impact on project success. On the other hand, Neuroleadership is a powerful tool that can be used by Project Management Professionals to understand better the human factors that impact on the project lifecycle. The purpose of that paper is to explore the application of the RELISH Model as team development tool by Project Managers in Bulgaria. The research is done among project management professionals in Bulgaria, project managers and project team members. The survey method with questions for quantitative analysis is used and the primary data is obtained directly from the respondents by a web-based questionnaire created in Google Forms and distributed by the Researcher’s LinkedIn and Facebook personal profiles, and PMI Bulgaria Chapter communication channels. This study reports Seeing the facts as the most satisfied need with mean 3.8, followed by Leading the pack (3.76) and Hope for the future (3.66). Relatedness and Interpersonal Connection means are almost equal around 3.5. Expression is the need with the lowest mean level of 3.33.
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