000			05908cam a2200421 i 4500
001			52669
003			0000000000
005			20240411195451.0
008			150220s2015 nyu s 000 0 eng
010			_a2015007087
019			_a898157506
020			_a0199861374 _qhardcover
020			_a9780199861378 _qhardcover
035			_a(OCoLC)898166781
035			_a(OCoLC)898166781 _z(OCoLC)898157506
040			_aDLC _beng _erda _cDLC _dYDX _dBTCTA _dYDXCP _dBDX _dOCLCF _dIUL
042			_apcc
050	0	0	_aHF5548.7 _b.P79 2015
082	0	0	_a658.4/022 _223
245	0	4	_aThe psychology and management of project teams / _cedited by Fran©ʹois Chiocchio, E. Kevin Kelloway, Brian Hobbs.
264		1	_aNew York, NY : _bOxford University Press, _c[2015]
300			_aix, 534 pages ; _c25 cm.
336			_atext _2rdacontent
337			_acomputer _2rdamedia
338			_aonline resource _2rdacarrier
504			_aIncludes bibliographical references and index.
505	0	0	_g1. _tThe Importance of Project Teams and the Need for an Interdisciplinary Perspective / -- _rBrian Hobbs, Fran©ʹois Chiocchio, and E. Kevin Kelloway -- _g2. _tThe Specifics of Project Contexts / -- _rBrian Hobbs -- _g3. _tDefining Project Teams: A Review of Conceptual Underpinnings / -- _rFran©ʹois Chiocchio -- _g4. _tProject-Based Organizations: What Are They? / -- _rJonas S©œderlund -- _g5. _tContextual Issues in Project Performance: A Multilevel Perspective / -- _rJohn E. Mathieu, Lauren D'Innocenzo, and Michael R. Kukenberger -- _g6. _tLeadership and Project Teams / -- _rAlyson Byrne and Julian Barling -- _g7. _tMotivating Project Teams through Goal Setting, Team Members' Goal Orientation, and a Coach's Regulatory Focus / -- _rCristina Sue-Chan, Kazem Rassouli, and Gary P. Latham -- _g8. _tIdentification and Commitment in Project Teams / -- _rIsabelle Tremblay, Helen Lee, Fran©ʹois Chiocchio, and John P. Meyer -- _g9. _tConflict in Project Teams / -- _rFrank R.C. de Wit -- _g10. _tBullying in Project Teams / -- _rCatherine Loughlin and Lindsay Bryson -- _g11. _tOccupational Health in Project Teams: Considerations for Employee Well-Being / -- _rPatrick A. Horsman and E. Kevin Kelloway -- _g12. _tTeam Composition and Performance: Considering the Project-Team Challenge / -- _rNatalie J. Allen and Thomas O'Neill -- _g13. _tFunctional Diversity in Project Teams: Working across Boundaries / -- _rSujin K. Horwitz -- _g14. _tMulticultural Diversity and Communication in the Project Context / -- _rLaure E. Pitfield, Aleka M. MacLellan, and E. Kevin Kelloway -- _g15. _tVirtual Project Teams / -- _rMichael Beyerlein, Ambika Prasad, Jon Cordas, and Priyanka Shah -- _g16. _tThe Development of Project Teams / -- _rMarina Pearce, Charlotte L. Powers, and Steve W. J. Kozlowski -- _g17. _tLearning in Project Teams / -- _rWilliam Kramer, Natassia Savage and Edwardo Salas -- _g18. _tThe Future of Project Teams: An Integrated Functional Model and Research Agenda / -- _rFran©ʹois Chiocchio, E. Kevin Kelloway, and Brian Hobbs.
520			_a"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"-- _cProvided by publisher.
650		0	_aManagement. _0https://id.loc.gov/authorities/subjects/sh85080336.
650		0	_aPsychology, Industrial. _0https://id.loc.gov/authorities/subjects/sh85108476.
650		0	_aTeams in the workplace. _0https://id.loc.gov/authorities/subjects/sh85148150.
650		0	_aWork _xPsychological aspects _0https://id.loc.gov/authorities/subjects/sh85148135.
700	1		_aChiocchio, Fran©ʹois, _d1965- _0https://id.loc.gov/authorities/names/no2012003997 _eeditor.
700	1		_aHobbs, Brian, _0https://id.loc.gov/authorities/names/n2012020944 _eeditor.
700	1		_aKelloway, E. Kevin, _0https://id.loc.gov/authorities/names/n91069227 _eeditor.
856			_uhttps://drive.google.com/file/d/1-SAXL5VObH2CYOmsZnWMLykoSIgCUkLF/view?usp=sharing
999			_c17600 _d17600