High performance teams and a climate of community

Nic Beech, Oliver Crane

    Research output: Contribution to journalArticlepeer-review

    25 Citations (Scopus)

    Abstract

    This paper presents an empirically based study of an organisation's attempt to improve from its existent structure of team working to a higher level of organisational performance through the development of enhanced, or high performance, teams. The research findings are contextualised by brief reviews of the literature in three areas: the contribution of people management to organisational performance, leadership and team working. It is argued that there is a convergence of theoretical development towards what is conceptualised in this paper as a climate of community. The empirical research took a multi-method approach to examine the development from teams to high performance teams, which focused on “soft” processual inputs, but which had to have both qualitative and quantitative outcomes. The analysis revealed three factors which were crucial to development: transparency, checkability and a climate of community.

    Original languageEnglish
    Pages (from-to)87-102
    Number of pages16
    JournalTeam Performance Management: An International Journal
    Volume5
    Issue number3
    DOIs
    Publication statusPublished - 1 May 1999

    Keywords

    • Corporate culture
    • Leadership
    • Performance
    • Teams

    Fingerprint

    Dive into the research topics of 'High performance teams and a climate of community'. Together they form a unique fingerprint.

    Cite this