{"id":{"repo_id":"vt","oai_identifier":"oai:vtechworks.lib.vt.edu:10919/40285"},"canonical_url":"https://search.dev.ndltd.org/etd/vt/oai:vtechworks.lib.vt.edu:10919/40285","repository":{"repo_id":"vt","name":"Virginia Tech","base_url":"https://vtechworks.lib.vt.edu/oai/request"},"display":{"title":"Determinants of team effectiveness for cross-functional organizational design teams","abstract":"Recent research indicates that teams are an essential element of most leading organizations (Mohrrnan, Cohen, & Mohrrnan, 1995). With the proliferation of team use comes the need for research to better define the design and management requirements unique to specific types of teams. This research focused on cross-functional design teams tasked with the organizational redesign of sociotechnical work systems. A design team is a cross-functional multi-lex el team with the responsibility to create and often implement a plan for work system redesign. The research objective was to develop a deeper understanding of the team characteristics (called design features) that were most related to team effectiveness. Team effectiveness was defined to include both team performance and team member satisfaction. Cross-functional design teams were studied across two large organizations and key learnings were identified from a third large organization with substantial experience in team-based work redesign. Quantitative and qualitative data were collected from team members using survey questionnaires and interviews. The data analysis strategy included Within and Between Analysis (which uses analysis of variance, correlations, and analysis of covariance) and multiple regression techniques to identify design features most related to team effectiveness at the team level. Results indicated that team skills and clarity in team sponsor expectations were significantly related to team performance at the team level (r= 0.83, p< 0.005, and r=0.89, p< 0.005, respectively).","abstract_html":"Recent research indicates that teams are an essential element of most leading organizations (Mohrrnan, Cohen, &amp; Mohrrnan, 1995). With the proliferation of team use comes the need for research to better define the design and management requirements unique to specific types of teams. This research focused on cross-functional design teams tasked with the organizational redesign of sociotechnical work systems. A design team is a cross-functional multi-lex el team with the responsibility to create and often implement a plan for work system redesign. The research objective was to develop a deeper understanding of the team characteristics (called design features) that were most related to team effectiveness. Team effectiveness was defined to include both team performance and team member satisfaction. Cross-functional design teams were studied across two large organizations and key learnings were identified from a third large organization with substantial experience in team-based work redesign. Quantitative and qualitative data were collected from team members using survey questionnaires and interviews. The data analysis strategy included Within and Between Analysis (which uses analysis of variance, correlations, and analysis of covariance) and multiple regression techniques to identify design features most related to team effectiveness at the team level. Results indicated that team skills and clarity in team sponsor expectations were significantly related to team performance at the team level (r= 0.83, p&lt; 0.005, and r=0.89, p&lt; 0.005, respectively).","abstract_has_math":false,"creators":["Van Aken, Eileen M."],"institution":"Virginia Tech","degree_name":"Ph. D.","degree_level":"doctoral","degree_discipline":"Industrial and Systems Engineering","degree_department":"Industrial and Systems Engineering","school":null,"contributors":[],"advisors":[],"committee_chairs":["Sink, D. Scott","Kleiner, Brian M."],"committee_members":[],"year":1995,"date_issued":"1995-12-01","date_published":"1995-12-01","updated_at":"2026-07-22T22:18:58Z","subjects":["Team effectiveness","Cross-Functional teams","Organizational redesign"],"languages":["en"],"rights":["In Copyright"],"rights_urls":["http://rightsstatements.org/vocab/InC/1.0/"],"identifier_entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["etd-11082006-133627"],"render_values":[{"text":"etd-11082006-133627","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/10919/40285","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.committeechair","label":"Committee Chair","values":["Sink, D. Scott","Kleiner, Brian M."]},{"key":"dc:contributor.department","label":"Department","values":["Industrial and Systems Engineering"]},{"key":"dc:creator","label":"Author","values":["Van Aken, Eileen M."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2014-03-14T21:22:43Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2014-03-14T21:22:43Z","2006-11-08"]},{"key":"dc:date.issued","label":"Date","values":["1995-12-01"]},{"key":"dc:publisher","label":"Institution","values":["Virginia Tech"]},{"key":"dc:type","label":"Dc Type","values":["Dissertation"]},{"key":"dc:type.dcmitype","label":"Dc Type Dcmitype","values":["Text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Industrial and Systems Engineering"]},{"key":"thesis:degree_level","label":"Degree Level","values":["doctoral"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph. D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Virginia Polytechnic Institute and State University"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Team effectiveness","Cross-Functional teams","Organizational redesign"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["In Copyright"]},{"key":"dc:rights.uri","label":"Rights URI","values":["http://rightsstatements.org/vocab/InC/1.0/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.other","label":"Dc Identifier Other","values":["etd-11082006-133627"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/10919/40285"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Recent research indicates that teams are an essential element of most leading organizations (Mohrrnan, Cohen, & Mohrrnan, 1995). With the proliferation of team use comes the need for research to better define the design and management requirements unique to specific types of teams. This research focused on cross-functional design teams tasked with the organizational redesign of sociotechnical work systems. A design team is a cross-functional multi-lex el team with the responsibility to create and often implement a plan for work system redesign. The research objective was to develop a deeper understanding of the team characteristics (called design features) that were most related to team effectiveness. Team effectiveness was defined to include both team performance and team member satisfaction. Cross-functional design teams were studied across two large organizations and key learnings were identified from a third large organization with substantial experience in team-based work redesign. Quantitative and qualitative data were collected from team members using survey questionnaires and interviews. The data analysis strategy included Within and Between Analysis (which uses analysis of variance, correlations, and analysis of covariance) and multiple regression techniques to identify design features most related to team effectiveness at the team level. Results indicated that team skills and clarity in team sponsor expectations were significantly related to team performance at the team level (r= 0.83, p< 0.005, and r=0.89, p< 0.005, respectively)."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["Ph. D."]},{"key":"dc:format.medium","label":"Dc Format Medium","values":["BTD"]},{"key":"dc:format.mimetype","label":"Dc Format Mimetype","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Determinants of team effectiveness for cross-functional organizational design teams"]}]}],"canonical_facts":{"dc:contributor.committeechair":["Sink, D. Scott","Kleiner, Brian M."],"dc:contributor.department":["Industrial and Systems Engineering"],"dc:creator":["Van Aken, Eileen M."],"dc:date.accessioned":["2014-03-14T21:22:43Z"],"dc:date.available":["2014-03-14T21:22:43Z","2006-11-08"],"dc:date.issued":["1995-12-01"],"dc:description.abstract":["Recent research indicates that teams are an essential element of most leading organizations (Mohrrnan, Cohen, & Mohrrnan, 1995). With the proliferation of team use comes the need for research to better define the design and management requirements unique to specific types of teams. This research focused on cross-functional design teams tasked with the organizational redesign of sociotechnical work systems. A design team is a cross-functional multi-lex el team with the responsibility to create and often implement a plan for work system redesign. The research objective was to develop a deeper understanding of the team characteristics (called design features) that were most related to team effectiveness. Team effectiveness was defined to include both team performance and team member satisfaction. Cross-functional design teams were studied across two large organizations and key learnings were identified from a third large organization with substantial experience in team-based work redesign. Quantitative and qualitative data were collected from team members using survey questionnaires and interviews. The data analysis strategy included Within and Between Analysis (which uses analysis of variance, correlations, and analysis of covariance) and multiple regression techniques to identify design features most related to team effectiveness at the team level. Results indicated that team skills and clarity in team sponsor expectations were significantly related to team performance at the team level (r= 0.83, p< 0.005, and r=0.89, p< 0.005, respectively)."],"dc:description.degree":["Ph. D."],"dc:format.medium":["BTD"],"dc:format.mimetype":["application/pdf"],"dc:identifier.other":["etd-11082006-133627"],"dc:identifier.uri":["http://hdl.handle.net/10919/40285"],"dc:language.iso":["en"],"dc:publisher":["Virginia Tech"],"dc:rights":["In Copyright"],"dc:rights.uri":["http://rightsstatements.org/vocab/InC/1.0/"],"dc:subject":["Team effectiveness","Cross-Functional teams","Organizational redesign"],"dc:title":["Determinants of team effectiveness for cross-functional organizational design teams"],"dc:type":["Dissertation"],"dc:type.dcmitype":["Text"],"thesis:degree_discipline":["Industrial and Systems Engineering"],"thesis:degree_level":["doctoral"],"thesis:degree_name":["Ph. D."],"thesis:institution_name":["Virginia Polytechnic Institute and State University"]},"updated_at":"2026-07-22T22:18:58Z"}