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Full Description
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many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development.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.
Contents
Chapter 1: The Importance of Project Teams and the Need for an Interdisciplinary Perspective Brian Hobbs, Francois Chiocchio, and E. Kevin Kelloway Chapter 2: The Specifics of Project Contexts Brian Hobbs Chapter 3: Defining Project Teams: A Review of Conceptual Underpinnings Francois Chiocchio Chapter 4: Project-Based Organizations: What Are They? Jonas Soderlund 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, Francois 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 Francois Chiocchio, E. Kevin Kelloway, and Brian Hobbs
