Effects of context on team behaviour
by P. Robert Duimering, Robert B. Robinson
International Journal of Human Resources Development and Management (IJHRDM), Vol. 9, No. 1, 2009

Abstract: 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.

Online publication date: Sun, 30-Nov-2008

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Human Resources Development and Management (IJHRDM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com