No Cover Image

Book 589 views

Systems for teams empowerment: Research on practice 2018

Martin Hughes, Denis Dennehy Orcid Logo, Michael Campion

Swansea University Author: Denis Dennehy Orcid Logo

Abstract

Welcome to this collection of research papers on Systems for Team Empowerment. Achieving empowerment in teams is complex. Not only do team leaders need to understand the complex and nebulous interplays between systems, teams and empowerment, they must do so in the context of contemporary issues and...

Full description

Published: University of Galway 2018
Online Access: http://hdl.handle.net/10379/16176
URI: https://cronfa.swan.ac.uk/Record/cronfa61321
Tags: Add Tag
No Tags, Be the first to tag this record!
first_indexed 2022-09-23T22:36:47Z
last_indexed 2023-01-13T19:22:01Z
id cronfa61321
recordtype SURis
fullrecord <?xml version="1.0"?><rfc1807><datestamp>2022-10-13T08:57:42.0842617</datestamp><bib-version>v2</bib-version><id>61321</id><entry>2022-09-23</entry><title>Systems for teams empowerment: Research on practice 2018</title><swanseaauthors><author><sid>ba782cbe94139075e5418dc9274e8304</sid><ORCID>0000-0001-9931-762X</ORCID><firstname>Denis</firstname><surname>Dennehy</surname><name>Denis Dennehy</name><active>true</active><ethesisStudent>false</ethesisStudent></author></swanseaauthors><date>2022-09-23</date><deptcode>BBU</deptcode><abstract>Welcome to this collection of research papers on Systems for Team Empowerment. Achieving empowerment in teams is complex. Not only do team leaders need to understand the complex and nebulous interplays between systems, teams and empowerment, they must do so in the context of contemporary issues and trends. Such trends include the volatile, uncertain, complex and ambiguous (VUCA) characteristic of the modern workplace. Indeed the interplay of systems, teams and empowerment is itself both antecedent and consequent to VUCA. Many teams are increasingly incorporating geographically dispersed individuals as team members and all teams, it seems, are under increasing pressure to achieve an increasingly dynamic response. Additionally, the very fabric of business and industry is continuing its march towards digitisation and to what some have called the 4th Industrial Revolution. Finally, diversity of team membership is now generally embraced and regarded as a value enhancement. It&#x2019;s interesting to compare photographs of business teams from the 1960&#x2019;s and 70&#x2019;s with today. Even with such a casual analysis, there is little doubt but that conformity has given way to diversity. In the MBA lecture series and industry seminar that preceded the conduct of these research efforts, the two trends of digitisation/the 4th industrial revolution and team diversity formed a significantly greater part of the conversation than VUCA, disperse location and dynamic responses. Accordingly, many of the research papers which follow directly address specific issues in these trends. However, as previously stated, the domain of systems for team empowerment is incredibly complex and the diversity of the research papers which follow reflects this reality. These research papers, are studies of the contemporary practice of systems enabled and systematic team empowerment and have been conducted by teams of MBA participants at NUI Galway. The contexts examined are the workplaces of contemporary practice. This alone makes the cases of interest. However, the investigating teams&#x2019;rigour in emulating good academic research practice adds validity and confidence to the findings and conclusions. The papers that follow investigate issues around systems artefacts, multigenerational composition and human preferences and biases. Their findings and conclusions will be of interest to researchers, practitioners and especially to team leaders.</abstract><type>Book</type><journal/><volume/><journalNumber/><paginationStart/><paginationEnd/><publisher>University of Galway</publisher><placeOfPublication/><isbnPrint/><isbnElectronic/><issnPrint/><issnElectronic/><keywords/><publishedDay>31</publishedDay><publishedMonth>7</publishedMonth><publishedYear>2018</publishedYear><publishedDate>2018-07-31</publishedDate><doi/><url>http://hdl.handle.net/10379/16176</url><notes>https://aran.library.nuigalway.ie/handle/10379/16176</notes><college>COLLEGE NANME</college><department>Business</department><CollegeCode>COLLEGE CODE</CollegeCode><DepartmentCode>BBU</DepartmentCode><institution>Swansea University</institution><apcterm>Not Required</apcterm><funders/><projectreference/><lastEdited>2022-10-13T08:57:42.0842617</lastEdited><Created>2022-09-23T23:31:40.0146250</Created><path><level id="1">Faculty of Humanities and Social Sciences</level><level id="2">School of Management - Business Management</level></path><authors><author><firstname>Martin</firstname><surname>Hughes</surname><order>1</order></author><author><firstname>Denis</firstname><surname>Dennehy</surname><orcid>0000-0001-9931-762X</orcid><order>2</order></author><author><firstname>Michael Campion</firstname><surname/><order>3</order></author></authors><documents/><OutputDurs/></rfc1807>
spelling 2022-10-13T08:57:42.0842617 v2 61321 2022-09-23 Systems for teams empowerment: Research on practice 2018 ba782cbe94139075e5418dc9274e8304 0000-0001-9931-762X Denis Dennehy Denis Dennehy true false 2022-09-23 BBU Welcome to this collection of research papers on Systems for Team Empowerment. Achieving empowerment in teams is complex. Not only do team leaders need to understand the complex and nebulous interplays between systems, teams and empowerment, they must do so in the context of contemporary issues and trends. Such trends include the volatile, uncertain, complex and ambiguous (VUCA) characteristic of the modern workplace. Indeed the interplay of systems, teams and empowerment is itself both antecedent and consequent to VUCA. Many teams are increasingly incorporating geographically dispersed individuals as team members and all teams, it seems, are under increasing pressure to achieve an increasingly dynamic response. Additionally, the very fabric of business and industry is continuing its march towards digitisation and to what some have called the 4th Industrial Revolution. Finally, diversity of team membership is now generally embraced and regarded as a value enhancement. It’s interesting to compare photographs of business teams from the 1960’s and 70’s with today. Even with such a casual analysis, there is little doubt but that conformity has given way to diversity. In the MBA lecture series and industry seminar that preceded the conduct of these research efforts, the two trends of digitisation/the 4th industrial revolution and team diversity formed a significantly greater part of the conversation than VUCA, disperse location and dynamic responses. Accordingly, many of the research papers which follow directly address specific issues in these trends. However, as previously stated, the domain of systems for team empowerment is incredibly complex and the diversity of the research papers which follow reflects this reality. These research papers, are studies of the contemporary practice of systems enabled and systematic team empowerment and have been conducted by teams of MBA participants at NUI Galway. The contexts examined are the workplaces of contemporary practice. This alone makes the cases of interest. However, the investigating teams’rigour in emulating good academic research practice adds validity and confidence to the findings and conclusions. The papers that follow investigate issues around systems artefacts, multigenerational composition and human preferences and biases. Their findings and conclusions will be of interest to researchers, practitioners and especially to team leaders. Book University of Galway 31 7 2018 2018-07-31 http://hdl.handle.net/10379/16176 https://aran.library.nuigalway.ie/handle/10379/16176 COLLEGE NANME Business COLLEGE CODE BBU Swansea University Not Required 2022-10-13T08:57:42.0842617 2022-09-23T23:31:40.0146250 Faculty of Humanities and Social Sciences School of Management - Business Management Martin Hughes 1 Denis Dennehy 0000-0001-9931-762X 2 Michael Campion 3
title Systems for teams empowerment: Research on practice 2018
spellingShingle Systems for teams empowerment: Research on practice 2018
Denis Dennehy
title_short Systems for teams empowerment: Research on practice 2018
title_full Systems for teams empowerment: Research on practice 2018
title_fullStr Systems for teams empowerment: Research on practice 2018
title_full_unstemmed Systems for teams empowerment: Research on practice 2018
title_sort Systems for teams empowerment: Research on practice 2018
author_id_str_mv ba782cbe94139075e5418dc9274e8304
author_id_fullname_str_mv ba782cbe94139075e5418dc9274e8304_***_Denis Dennehy
author Denis Dennehy
author2 Martin Hughes
Denis Dennehy
Michael Campion
format Book
publishDate 2018
institution Swansea University
publisher University of Galway
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
url http://hdl.handle.net/10379/16176
document_store_str 0
active_str 0
description Welcome to this collection of research papers on Systems for Team Empowerment. Achieving empowerment in teams is complex. Not only do team leaders need to understand the complex and nebulous interplays between systems, teams and empowerment, they must do so in the context of contemporary issues and trends. Such trends include the volatile, uncertain, complex and ambiguous (VUCA) characteristic of the modern workplace. Indeed the interplay of systems, teams and empowerment is itself both antecedent and consequent to VUCA. Many teams are increasingly incorporating geographically dispersed individuals as team members and all teams, it seems, are under increasing pressure to achieve an increasingly dynamic response. Additionally, the very fabric of business and industry is continuing its march towards digitisation and to what some have called the 4th Industrial Revolution. Finally, diversity of team membership is now generally embraced and regarded as a value enhancement. It’s interesting to compare photographs of business teams from the 1960’s and 70’s with today. Even with such a casual analysis, there is little doubt but that conformity has given way to diversity. In the MBA lecture series and industry seminar that preceded the conduct of these research efforts, the two trends of digitisation/the 4th industrial revolution and team diversity formed a significantly greater part of the conversation than VUCA, disperse location and dynamic responses. Accordingly, many of the research papers which follow directly address specific issues in these trends. However, as previously stated, the domain of systems for team empowerment is incredibly complex and the diversity of the research papers which follow reflects this reality. These research papers, are studies of the contemporary practice of systems enabled and systematic team empowerment and have been conducted by teams of MBA participants at NUI Galway. The contexts examined are the workplaces of contemporary practice. This alone makes the cases of interest. However, the investigating teams’rigour in emulating good academic research practice adds validity and confidence to the findings and conclusions. The papers that follow investigate issues around systems artefacts, multigenerational composition and human preferences and biases. Their findings and conclusions will be of interest to researchers, practitioners and especially to team leaders.
published_date 2018-07-31T04:20:05Z
_version_ 1763754330298515456
score 11.021648

Similar Items