在多项目环境下解决关键问题的项目团队的动态和创造力

IF 1.6 Q3 MANAGEMENT
Chitose Furukawa
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引用次数: 7

摘要

目的-本文旨在探索关键问题解决(CPS)项目团队在整个项目期间的动态和创造力,在多项目环境中,考虑到项目的外部因素,如客户情况。此外,CPS项目的行为要素——多团队成员、交叉理解和交互式记忆系统——将在多项目环境中进行调查。设计/方法论/方法-本文通过在日本和德国进行半结构化访谈,调查了全球软件支持组织中CPS项目团队的动态和创造力。日本有53位受访者,德国有51位。本文提出的结果显示了一项定性研究的结果,特别关注CPS项目的过程,使用主题分析。在讨论部分,根据本研究的发现以及现有文献提出了建议,以指示未来的研究……
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Dynamics of a critical problem-solving project team and creativity in a multiple-project environment
Purpose – This paper aims to explore the dynamics of critical problem-solving (CPS) project teams and creativity throughout a project’s duration, in a multiple-project environment with consideration of the project’s external factors, such as customer situations. In addition, behavioural elements of the CPS project – multiple team memberships, cross-understanding and the transactive memory system – will be investigated in a multiple-project environment. Design/methodology/approach – This paper investigates the dynamics of a CPS project team and creativity in a global software support organisation by conducting semi-structured interviews in Japan and Germany. There were 53 interviewees in Japan and 51 in Germany. The results presented in this paper show the outcomes of a qualitative study, specifically focusing on the processes of CPS projects using thematic analysis. In the discussion section, propositions are given based on this research’s findings as well as existing literature to denote future research ...
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
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