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The Psychology and Management of Project Teams [electronic resource]

edited by François Chiocchio, E. Kevin Kelloway, Brian Hobbs
Format
EBook; Book; Online
Published
New York : Oxford University Press, [2015].
Language
English
ISBN
9780199861378 (hardback)
Summary
"Organizations today are increasingly using projects in their daily activities. Projects and project-management principles frame goal attainment in academia and many business sectors, and they even serve as theoretical footing for organizational-change endeavors. However, the ubiquity of project management does not mean that project work, project teams, and the ways organizations use projects are well understood. Moreover, while project-management theory and practice aim at providing structure and control to enable successful project completion, an alarmingly high percentage of projects struggle or fail. As the authors of The Psychology and Management of Project Teams explain, this is in part because projects are still mostly managed as technical systems rather than behavioral systems. Even though project-management researchers have become increasingly interested in factors that may have an impact on project-management effectiveness, their efforts fall short of addressing the "human factor." And, unfortunately, many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development. On the other side, I/O psychologists who research groups and teams often ignore the contextual influences--such as business sector, project type, placement in the organizational hierarchy, and project phase and maturity--that have a crucial impact on how a project will unfold. In this volume, a cross-disciplinary set of editors will bring together perspectives from leading I/O psychology and project-management scholars. The volume will include comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership; diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda will provide a roadmap for an integrated approach to the study of project teams"--
"In this volume, a cross-disciplinary set of editors brings together perspectives from leading I/O psychology and project-management scholars. The volume includes comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda provides a roadmap for an integrated approach to the study of project teams"--
Contents
  • Machine generated contents note
  • Chapter 1: The Importance of Project Teams and the Need for an Interdisciplinary Perspective
  • Brian Hobbs, François Chiocchio, and E. Kevin Kelloway
  • Chapter 2: The Specifics of Project Contexts
  • Brian Hobbs
  • Chapter 3: Defining Project Teams: A Review of Conceptual Underpinnings
  • François Chiocchio
  • Chapter 4: Project-Based Organizations: What Are They?
  • Jonas Söderlund
  • Chapter 5: Contextual Issues in Project Performance: A Multi-Level Perspective
  • John E. Mathieu, Lauren D'Innocenzo, and Michael R. Kukenberger
  • Chapter 6: Leadership and Project Teams
  • Alyson Byrne and Julian Barling
  • Chapter 7: Motivating Project Teams through Goal Setting, Team Members' Goal Orientation, and a Coach's Regulatory Focus
  • Cristina Sue-Chan, Kazem Rassouli, and Gary P. Latham
  • Chapter 8: Identification and Commitment in Project Teams
  • Isabelle Tremblay, Helen Lee, François Chiocchio, and John P. Meyer
  • Chapter 9: Conflict in Project Teams
  • Frank R. C. de Wit
  • Chapter 10: Bullying in Project Teams
  • Catherine Loughlin and Lindsay Bryson
  • Chapter 11: Occupational Health in Project Teams: Considerations for Employee Well-Being
  • Patrick A. Horsman and E. Kevin Kelloway
  • Chapter 12: Team Composition and Performance: Considering the Project-Team Challenge
  • Natalie J. Allen and Thomas O'Neill
  • Chapter 13: Functional Diversity in Project Teams: Working across Boundaries
  • Sujin K. Horwitz
  • Chapter 14: Cross-cultural Communication in Project Teams
  • Laure E. Pitfield, Aleka M. MacLellan, and E. Kevin Kelloway
  • Chapter 15: Virtual Project Teams
  • Michael Beyerlein, Ambika Prasad, Jon Cordas, and Priyanka Shah
  • Chapter 16: The Development of Project Teams
  • Marina Pearce, Charlotte L. Powers, and Steve W. J. Kozlowski
  • Chapter 17: Learning in Project Teams
  • Edwardo Salas, William Kramer, and Nastassia Savage
  • Chapter 18: The Future of Project Teams: A Research Agenda
  • François Chiocchio, E. Kevin Kelloway, and Brian Hobbs.
Description
Mode of access: World wide Web.
Notes
Includes bibliographical references and index.
Copyright Not EvaluatedCopyright Not Evaluated
Technical Details
  • Access in Virgo Classic
  • Staff View

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    a| Machine generated contents note: -- Chapter 1: The Importance of Project Teams and the Need for an Interdisciplinary Perspective -- Brian Hobbs, François Chiocchio, and E. Kevin Kelloway -- Chapter 2: The Specifics of Project Contexts -- Brian Hobbs -- Chapter 3: Defining Project Teams: A Review of Conceptual Underpinnings -- François Chiocchio -- Chapter 4: Project-Based Organizations: What Are They? -- Jonas Söderlund -- Chapter 5: Contextual Issues in Project Performance: A Multi-Level Perspective -- John E. Mathieu, Lauren D'Innocenzo, and Michael R. Kukenberger -- Chapter 6: Leadership and Project Teams -- Alyson Byrne and Julian Barling -- Chapter 7: Motivating Project Teams through Goal Setting, Team Members' Goal Orientation, and a Coach's Regulatory Focus -- Cristina Sue-Chan, Kazem Rassouli, and Gary P. Latham -- Chapter 8: Identification and Commitment in Project Teams -- Isabelle Tremblay, Helen Lee, François Chiocchio, and John P. Meyer -- Chapter 9: Conflict in Project Teams -- Frank R. C. de Wit -- Chapter 10: Bullying in Project Teams -- Catherine Loughlin and Lindsay Bryson -- Chapter 11: Occupational Health in Project Teams: Considerations for Employee Well-Being -- Patrick A. Horsman and E. Kevin Kelloway -- Chapter 12: Team Composition and Performance: Considering the Project-Team Challenge -- Natalie J. Allen and Thomas O'Neill -- Chapter 13: Functional Diversity in Project Teams: Working across Boundaries -- Sujin K. Horwitz -- Chapter 14: Cross-cultural Communication in Project Teams -- Laure E. Pitfield, Aleka M. MacLellan, and E. Kevin Kelloway -- Chapter 15: Virtual Project Teams -- Michael Beyerlein, Ambika Prasad, Jon Cordas, and Priyanka Shah -- Chapter 16: The Development of Project Teams -- Marina Pearce, Charlotte L. Powers, and Steve W. J. Kozlowski -- Chapter 17: Learning in Project Teams -- Edwardo Salas, William Kramer, and Nastassia Savage -- Chapter 18: The Future of Project Teams: A Research Agenda -- François Chiocchio, E. Kevin Kelloway, and Brian Hobbs.
    520
      
      
    a| "Organizations today are increasingly using projects in their daily activities. Projects and project-management principles frame goal attainment in academia and many business sectors, and they even serve as theoretical footing for organizational-change endeavors. However, the ubiquity of project management does not mean that project work, project teams, and the ways organizations use projects are well understood. Moreover, while project-management theory and practice aim at providing structure and control to enable successful project completion, an alarmingly high percentage of projects struggle or fail. As the authors of The Psychology and Management of Project Teams explain, this is in part because projects are still mostly managed as technical systems rather than behavioral systems. Even though project-management researchers have become increasingly interested in factors that may have an impact on project-management effectiveness, their efforts fall short of addressing the "human factor." And, unfortunately, many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development. On the other side, I/O psychologists who research groups and teams often ignore the contextual influences--such as business sector, project type, placement in the organizational hierarchy, and project phase and maturity--that have a crucial impact on how a project will unfold. In this volume, a cross-disciplinary set of editors will bring together perspectives from leading I/O psychology and project-management scholars. The volume will include comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership; diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda will provide a roadmap for an integrated approach to the study of project teams"-- c| Provided by publisher.
    520
      
      
    a| "In this volume, a cross-disciplinary set of editors brings together perspectives from leading I/O psychology and project-management scholars. The volume includes comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda provides a roadmap for an integrated approach to the study of project teams"-- c| Provided by publisher.
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    a| Psychology, Industrial.
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