Open Universiteit

Please use this identifier to cite or link to this item: http://hdl.handle.net/1820/7458
Title: De dynamiek waarin projectteams zich bevinden. Over het effect van de dichtheid van verstorende gebeurtenissen op teamprestaties en de invloed van leader sense making
Authors: Hetzel, J
Keywords: leader sense making
dynamic environment
project teams
Team performance
density of disruptive events
Issue Date: 1-Jul-2016
Publisher: Open Universiteit Nederland
Abstract: Increasingly, project teams are formed around specific problems or issues. These project teams consists of team members which all have their own skills and experiences. So project teams are able to response better on a changing environment composed of globalization, new information technologies, individualization and the growing amount of stakeholders. These changes follow each other in rapid succession. The multidisciplinary nature of project teams and the dynamic environment in which these teams perform, lead to disruptive events that impact team functioning. They interrupt team routines and impact team performances. Research proved that disruptive events have a negative impact on team performance. These days, research shows that teams experience more disruptive events, which is called ‘event density’. The mentioned effect of event density on team performance have never been investigated before. The goal of this research is to investigate the negative impact of the density of disruptive events on team performance and also the role that project leaders play in these circumstances. Team leaders have an influence on a team’s functioning by using ‘leader sense making’ activities. Leader sense making is about the interplay of action and interpretation of the ongoing situation. This research tries to find the answer on the following research question: How does event density impact team performance and what influence has leader sense making on this relationship? To answer this research question, two hypotheses are formulated. Through a diary study respondents were interviewed on four occasions. A total of 360 respondents participated in this survey, spread over 90 project teams. After the validity and reliability of the collected data was tested, data was aggregated to the team level. The gathered data is tested by multi-level regression analyses. The results shows that limited team members and project managers experienced a density of disruptive events. It is remarkable that project leaders experienced more events than team members. The negative effect of the assumed density of disruptive events on team performance is not confirmed. The results shows that disruptive event density positively impact team performances. However, this result has not been proven significant. The interaction effect has been demonstrated positively. The plot shows that a high degree of disruption events in combination with a lot of unexpected events has a positive effect on the team performance. The results show that there is no support for the first hypothesis. The effect of leader sense making on the relationship between events and team performance is also not found significant. There is no support for the second hypothesis. This research shows that the density of disruptive events do not negatively impact team performance. This result differs from conclusions from previous research. Results also show that the influence of leader sense making were not confirmed by this study. This result does not correspond with findings from previous research. For further research, it is recommended to use a larger sample. This can be done by inducing teams from another sector or larger project teams. A second recommendation is to investigate the interpretation of the density of disruptive events by both project leaders and team members. Finally, it is interesting to study the positive impact of the density of disruptive events on team performance. The results of this study do not endorse the expectations of previously conducted research. This may imply that a density of disruptive events is not perceived as negative in all cases. Further research should investigate which events have a positive impact on team performance
URI: http://hdl.handle.net/1820/7458
Appears in Collections:MSc Management Science

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