Received Jun 1, 2015 Revised Oct 16, 2015 Accepted Nov 5, 2015 Every software development project is unique and different from repeatable manufacturing process. Each software project share different challenges related to technology, people and timelines. If every project is unique, how project manager can estimate project in a consistent way by applying his past experience. One of the major cha...

I study a dynamic problem in which a group of agents collaborate over time to complete a project. The project progresses at a rate that depends on the agents’ efforts, and it generates a pay-off upon completion. I show that agents work harder the closer the project is to completion, and members of a larger team work harder than members of a smaller team—both individually and on aggregate—if and...

Shared mental models (SMM) and Transactive memory systems (TMS) have been advocated as the main team learning mechanisms. Despite multiple appeals for collaboration, research in both these fields has progressed in parallel and little effort has been made to integrate these theories. The purpose of this study was to test the relationship between SMM and TMS in a field setting and examine their i...

Social loafing is the tendency of individuals to withhold contributions to a task in a team setting. team size and dispersion are two primary drivers of social loafing in technology-supported team settings. However, the mechanisms through which 204 alNuaIMI, rObErt, aND MaruPINg these drivers affect social loafing are not well understood. Consequently, the objective of this study is to identify...

creating an effective team environment is vital to succeed. more often than not there’s no opportunity for personality clashes, team members can’t be picky about which clients they prefer to deal with them. the present study is an empirical study consists of 60 samples out of 120 working employees to the tune of 50 per cent of the population. both the primary and secondary data collected using ...

This paper investigates under what conditions knowledge available to team members leads to positive performance outcomes. We surmise that mutual knowledge that enables the team members to coordinate their work efforts is beneficial for team performance up to a limit after which excess mutual knowledge causes a decline in performance. We further suggest that the inverted U relation between mutua...