Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Impact of Team and it’s Effectiveness in Research and
Development
Sheikh Shamima Sultana and Anjuman Ara
This research provides an analysis and evaluation of the impact of team and
its effectiveness in research and development. Methods of analysis include
correlation, regression analysis and testing of hypothesis through ANOVA.
Graphical representation, trend, horizontal and vertical analyses as well as
recommendations are also provided based on findings. The paper discloses
that, team climate and team performance are more correlated than team
objective, functions and skill which recommends putting more emphasize on
variables correlated. Organizations should be interested in Teamwork by
means of a multiple skill needed to evaluate individual’s performance,
collaborate learning skill will be practice in order to prepare for team focused
working culture. For a successful team, some factors are needed such as,
share mutual belief, full participation of all the members, individual
commitment to reach a common as well as team goal for research and
development in an organization.
Field of Research: Management
Key-words: Team, Team Effectiveness, Research and Development.
1. Introduction
1.1 Background
Teams are an integral part of many manufacturing organizations today. The use of
teams in the work environment is pervasive a wide range of industries. Teams are created
for many reasons, but in general, they are used to move an organization closer to a set of
objectives. The implementation of quality management programs, the desire to increase
operational efficiencies and worker productivity, and increased levels of globalization are
just a few of the often cited reasons for creating teams within an organization. Within
manufacturing organizations, process and product complexity often necessitate the use of
teams of production workers. The effectiveness of these teams of production workers is
often a key determinant in how successful the organization will be in meeting the
aggressive quality, safety, and productivity goals of today’s factories. Globalization and the
availability of computer-mediated communication have spurred the creation of work teams,
composed of people distributed across locations. For example, a team that designs and
develops a graphical user interface for a client’s new payroll management system may
include programmers working interdependently from
_______________________________________________________________________________________
Sheikh Shamima Sultana,Assistant Professor, Department of Marketing, University of Rajshahi, Email:
sssmita29@yahoo.com
Mst. Anjuman Ara, Assistant Professor, Department Of Marketing, University of Rajshahi, Email:
aaramkg@yahoo.com
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
the U.K. and India, using media such as electronic mail, instant messaging, telephone, shared
databases, and videoconferencing. Some 137 million workers worldwide are involved in remote
electronic work
Managers throughout a manufacturing organization are faced with the task of creating a climate
that supports these teams and are often at a loss for where their efforts should be directed.
Investments in team design, training, and rewards as well as efforts to support team learning are
just a few of the strategies employed by managers in their efforts to develop effective teams.
In today’s corporate environment, it appears the team – not the individual – holds the key to
business success. In the competitive environment companies are obliged to produce more
rapidly, more effectively and more efficiently in new product development which is a result of
research and development (R&D) activities. The use of teams in the work environment is
pervasive across a wide range of industries. Teams are created for many reasons, but in general,
they are used to move an organization closer to a set of objectives. Team has great impact on the
progress of an organization. Research and Development can be furthered by the proper use of
teams.
1.2 Objective of the study
The Main objective of the research is to measure the impact of team and its effectiveness in R &
D sector by developing a proper research that will define how team efforts has impact on R & D.
The main objectives are :
a) To determine whether team effectiveness has a positive impact on R & D
b) To determine why team dysfunctions in certain situations
1.3 Methodology
This Section defines the research design, conceptual framework, hypothesis development,
population samples, data collection procedures and the techniques of data analysis and reliability
test for examining the factors that affect team effectiveness in R & D.
1.3.1 Types of research design
Our research type is exploratory research. Where we will find how two factors are influencing
the effectiveness of team in R & D.
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
1.3.2 Population
Research and Development tam of OTOBI Ltd., Square Pharmaceuticals and Partex is chosen for
this study. The Survey consists of team members and their head of team in each group.
1.3.3 Questionnaire Design
Questionnaire is designed to conduct the study, which contained brief description about the
purpose of the study. The first part was consisting of four items to know the demography of the
team such as name, age, gender and their recent R&D Project in a team. This section was based
on nominal scales like check boxes and dichotomous scale.
We used Likert scale tool. Where for measuring response 1= Strongly Disagree, for satisfaction
level 5= Completely satisfied. The primary scale of measurement is nominal scale, where
according to the importance the factors are measured.
Second part was based on 20 items to measure team effectiveness and its impact. Team
objectives was measured with 4 items, team functions with 4 and skills service with 4. To
measure the satisfaction level, all the items were supported with 5 point Likert scale ranging
from 1. Strongly Disagree to 5. Strongly Agree. The questionnaire was created by us, by
following different articles, journals and different sources. The questionnaire is in English
format.
1.3.4 Data Collection
Our research was based on both primary and secondary research data. For :
Primary Data:
Primary data includes questionnaire prepared by us. A survey was conducted by preparing
a standard questionnaire that supports the research. 34 questionnaire was needed to support our
research.
Secondary Data:
For secondary research, We have found and read relevant literature, books, articles, and
magazines on Teams and their Effectiveness. Secondary data refers different articles and journals
from where the ideas are taken about the topic, and format is followed for conducting this
research.
1.3.5 Data Analysis Tool
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Data analysis refers how to process the data to get the result. For this purpose Microsoft
Excel and STRATA software was used to analyze the data for further analysis. For Cross
tabulation data SPSS 16.0 version is used for calculation.
1.4 Limitation of the Research
Our research has the following limitations present. They are as follows :
 No of sample size is only 34, which does not provide much research accuracy
 We only choose two dimension such as Impact of team and Why team
Dysfunctions, where there are other dimension that affect team effectiveness
 We only done Regression and cross-tabulation, where there are more scope for
doing additional data calculation to support our hypothesis.
2. Literature Review
2.1 What is a Team?
A variety of definitions have been offered (Guzzo & Shea 1992), but the one Guzzo & Dickson,
1996), adopt owes its origins to the work of Alderfer (1977) and Hackman (1987). According to
Alderfer (1977) and Hackman (1987), A “work group or team” is made up of individuals who
see themselves and who are seen by others as a social entity, who are interdependent because of
the tasks they perform as members of a group, who are embedded in one or more larger social
systems (e.g. community, organization), who perform tasks that affect others (such as customers
or coworkers).
“Team” has largely replaced “group” in the argot of organizational psychology. Is this a mere
matter of wording or are there substantive differences between groups and teams? For many,
“team” connotes more than “group.” According to Katzenbach & Smith (1993), for example,
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
assert that groups become teams when they develop a sense of shared commitment and strive for
synergy among members.
2.2 Team Effectiveness
Researchers estimate that over 80% of organizations employing more than a hundred workers
utilize teams (Cohen & Bailey, 1997). Many of these workers are asked to integrate into team
environments, knowing full well that the team will disband in the near future. Members of these
fast acting, temporary project teams usually have a specific task to accomplish and are expected
to be self-managing, capable of handling novel situations, and willing to invest in a continuous
learning process (Allred, Snow, & Miles 1996).
There is no singular, uniform measure of performance effectiveness for groups. We prefer to
define it broadly, as have Hackman (1987) and Sundstrom et al (1990). According to, Hackman
(1987) and Sundstrom et al (1990), effectiveness in groups is indicated by
(a) group-produced outputs (quantity or quality, speed, customer satisfaction, and on),
(b) the consequences a group has for its members, or
(c) the enhancement a team’s capability to perform effectively in the future.
Research that assesses one or more of these three aspects of effectiveness is of primary interest in
this review.
The importance of work teams appears to be gaining in strength as jobs get bigger,
organizational structures get more complex, and more and more companies become multinational in scope (Naquin & Tynan, 2003).
2.3 Team Dysfunction
Ellis et al. (2005) described that, Project teams are frequently unsuccessful, and this is often
attributable to a lack of teamwork skills on the part of the members who are usually chosen for
their functional technical skills and not their teamwork skills.
Team members can be unprepared, lacking the teamwork skills required to work as an
interdependent unit (Mohrman, Cohen, & Mohrman, 1995). The inability of team members to
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
interact and work together effectively can negatively influence both team and organization
effectiveness (Ellis et al., 2003; Marks et al., 2002).
2.4 Hypothesis
Research framework
Independent Variables
Dependent Variables
Team Effectiveness
Impact on Team
Team Dysfunctions
Table 2. Research Framework
Hypothesis
The main or the principal instrument in the research is hypothesis. In order to check the
relationship between the independent and dependent variables, two hypotheses were developed.
H0 : Team Functions has a positive impact on R&D
H1 : Team Functions has a negative impact on R&D
3. Data Analysis
3.1 Test of Team effectiveness level On Team Objective
H0: There is no positive relation between Team Objective on Team effectiveness.
H1: There is positive relation between Team Objective on Team effectiveness.
Testing Part:
Correlations Analysis:
Table 3.1: Correlations
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Correlations
Pearson Correlation
Ave.obj Sig. (2-tailed)
N
Pearson Correlation
sat1
Sig. (2-tailed)
N
Source: Authors’ Field Study
level (2-tailed).
Ave.obj
1
sat1
.760**
.000
30
1
30
.760**
.000
30
30
**. Correlation is significant at the 0.01
Interpretation of correlation:
The value of correlation coefficient r =.760 which implies that there is a strong positive linear
association or strong positive correlation between the variables Team effectiveness level on
Team Objective.
Here p value=.000 since p value is less than .01, we may reject the null hypothesis at 1% level of
significance and accept the alternative hypothesis. So, there is Significant Relation between
Team effectiveness level on Team Objective in the context of research and development in an
organization.
Regression Analysis:
Regression Model
Y=α + β X + є
Team Effectiveness = α + β Team Objective + є
Table 3.2: Variables Entered/Removeda
Model
Variables
Variables
Entered
Removed
b
1
Ave.obj
.
Source: Authors’ Field Study
a. Dependent Variable: sat1
b. All requested variables entered.
Table 3.3: Model Summary
Model R
R Square
Method
Enter
Adjusted
Square
R Std. Error of the
Estimate
7
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
1
.760a
.578
Source: Authors’ Field Study
Ave.obj
.563
.33335
a. Predictors: (Constant),
Interpretation of Model Summary:
Here R2 =0.578
Which implies that 57.8% of the total variation in Team effectiveness can be explained by the
Team Objective.
Table 3.4:ANOVAa
Model
Sum of Squares
Regression
3.255
1
Residual
3.111
Total
7.367
Source: Authors’ Field Study
a. Dependent Variable: sat1
b. Predictors: (Constant), Ave.obj
Df
1
28
29
Mean Square
3.255
.111
Table 3.5:Coefficientsa
Model
Unstandardized Coefficients
B
(Constant)
.358
1
Ave.obj
.930
Source: Authors’ Field Study
a. Dependent Variable: sat1
Std. Error
.683
.150
Standardized
Coefficients
Beta
.760
F
38.294
Sig.
.000b
T
Sig.
.524
6.188
.019
.000
Interpretation:
Here p value for α =0. 019
Since p value < 0.05 where may reject null hypothesis at 5% level of significance. Conclude that
the intercept coefficient not equal to 0.
Here p value for β =0.000
Since p value < 0.01 where may reject null hypothesis at 5% level of significance. Conclude that
β not equal to 0.That means Team effectiveness changes as Team Objective changes. As also p
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
value is laying on the rejection area so it is statistically proved that null hypothesis has not been
accepted and alternative hypothesis has been accepted.
Cronbach's Alpha Reliability Test:
Table 3.6:Case Processing Summary
N
%
Valid
30
83.3
a
Cases
Excluded
6
16.7
Total
36
100.0
Source: Authors’ Field Study
a. Listwise deletion based on all variables in the
procedure.
Interpretation:
Since the data were collected from Field Survey those are 83.3% Reliable. It is also proved by
Cronbach's Alpha Reliability Test. The Test Result showing 83.3% validity or Reliability.
3.2 Test of Team effectiveness level On Team Function
H0: There is no positive relation between Team Function on Team effectiveness.
H1: There is positive relation between Team Function on Team effectiveness.
Testing Part:
Correlations Analysis:
Table 3.7: Correlations
Correlations
Ave.function sat2
Pearson
Ave.function Correlation
Sig. (2-tailed)
1
.762**
.000
9
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
N
30
30
Pearson
.762**
1
Correlation
sat2
Sig. (2-tailed)
.000
N
30
30
Source: Authors’ Field Study
**. Correlation is
significant at the 0.01 level (2-tailed).
Interpretation of correlation:
The value of correlation coefficient r =.762 which implies that there is a strong positive linear
association or strong positive correlation between the variables Team effectiveness level on
Team Functions.
Here p value=.000 since p value is less than .01, we may reject the null hypothesis at 1% level of
significance and accept the alternative hypothesis. So, there is Significant Relation between
Team effectiveness level on Team Functions in the context of research and development in an
organization.
Regression
Table 3.8: Variables Entered/Removeda
Model
Variables Entered
Variables Removed
1
Ave.functionb
.
Source: Authors’ Field Study
a. Dependent Variable: sat2
b. All requested variables entered.
Table 3.9:Model Summary
Model R
R Square
Method
Enter
Adjusted
Square
.565
R Std. Error of the
Estimate
.57239
1
.762a
.580
Source: Authors’ Field Study
a. Predictors: (Constant), Ave.function
Interpretation of Model Summary:
Here R2 =0.572
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Which implies that 57.2% of the total variation in Team Effectiveness can be explained by the
Team Function.
Table 3.10:ANOVAa
Model
Sum of Squares
Regression
12.693
1
Residual
9.174
Total
21.867
Source: Authors’ Field Study
a. Dependent Variable: sat2
b. Predictors: (Constant), Ave.function
Df
1
28
29
Mean Square
12.693
.328
Table 3.11:Coefficientsa
Model
Unstandardized Coefficients
B
(Constant)
.125
1
Ave.function .945
Source: Authors’ Field Study
a. Dependent Variable: sat2
Interpretation:
Std. Error
.674
.152
Standardized
Coefficients
Beta
.762
F
38.743
Sig.
.000b
t
Sig.
.185
6.224
.004
.000
Here p value for α =0.004
Since p value < 0.01 where may reject null hypothesis at 1% level of significance. Conclude that
the intercept coefficient not equal to 0.
Here p value for β =0.000
Since p value < 0.01 where may reject null hypothesis at 5% level of significance. Conclude that
β not equal to 0.That means Team Effectiveness changes as Team Function changes. As also p
value is laying on the rejection area so it is statistically proved that null hypothesis has not been
accepted and alternative hypothesis has been accepted.
Reliability
11
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Scale: ALL VARIABLES
Table 3.12:Case Processing Summary
N
%
Valid
30
83.3
a
Cases
Excluded
6
16.7
Total
36
100.0
Source: Authors’ Field Study
a. Listwise deletion based on all variables in the
procedure.
Interpretation:
Since the data were collected from Field Survey those are 83.3% Reliable. It is also proved by
Cronbach's Alpha Reliability Test. The Test Result showing 83.3% validity or Reliability
3.3 Test of Team effectiveness level On Team Skill
H0: There is no positive relation between Team Skill on Team effectiveness
H1: There is positive relation between Team Skill on Team effectiveness.
Testing Part:
Correlations Analysis:
Table 3.13: Correlations
Correlations
Ave.skill
sat3
1
.807**
Sig. (2-tailed)
N
30
.000
30
Pearson Correlation
.807**
1
Pearson Correlation
Ave.skill
sat3
Sig. (2-tailed)
N
Source: Authors’ Field Study
.000
30
30
**. Correlation is significant at the 0.01 level (2-tailed).
12
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Interpretation of correlation:
The value of correlation coefficient r =.807 which implies that there is a strong positive linear
association or strong positive correlation between the variables Team effectiveness level on
Team Skills.
Here p value=.000 since p value is less than .01, we may reject the null hypothesis at 1% level of
significance and accept the alternative hypothesis. So, there is Significant Relation between
Team effectiveness level on Team Skills in the context of research and development in an
organization.
Regression
Table 3.14: Variables Entered/Removeda
Model Variables
Variables
Entered
Removed
b
1
Ave.skill
.
Source: Authors’ Field Study
a. Dependent Variable: sat3
b. All requested variables entered.
Table 3.15:Model Summary
Model R
R Square
1
.807a
.651
Source: Authors’ Field Study
a. Predictors: (Constant), Ave.skill
Method
Enter
Adjusted
Square
.638
R Std. Error of the
Estimate
.40569
Interpretation of Model Summary:
Here R2 =0.405
Which implies that 40.5% of the total variation in Team Effectiveness can be explained by the
Team Skill.
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Table 3.16: ANOVAa
Model
Sum of Squares
Regression
8.592
1
Residual
4.608
Total
13.200
Source: Authors’ Field Study
a. Dependent Variable: sat3
b. Predictors: (Constant), Ave.skill
Df
1
28
29
Mean Square
8.592
.165
Table 3.16: Coefficientsa
Model
Unstandardized Coefficients
B
(Constant)
.817
1
Ave.skill
.822
Source: Authors’ Field Study
a. Dependent Variable: sat3
Interpretation:
Std. Error
.501
.114
Standardized
Coefficients
Beta
.807
F
52.201
Sig.
.000b
t
Sig.
1.629
7.225
.06
.000
Here p value for α =0.006
Since p value < 0.01 where may reject null hypothesis at 1% level of significance. Conclude that
the intercept coefficient not equal to 0.
Here p value for β =0.000
Since p value < 0.01 where may reject null hypothesis at 5% level of significance. Conclude that
β not equal to 0.That means Team Effectiveness changes as Team Skill changes. As also p value
is laying on the rejection area so it is statistically proved that null hypothesis has not been
accepted and alternative hypothesis has been accepted.
Reliability
Scale: ALL VARIABLES
Table 3.17: Case Processing Summary
N
%
14
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Valid
30
83.3
a
Cases
Excluded
6
16.7
Total
36
100.0
Source: Authors’ Field Study
a. Listwise deletion based on all variables in the
procedure.
Interpretation:
Since the data were collected from Field Survey those are 83.3% Reliable. It is also proved by
Cronbach's Alpha Reliability Test. The Test Result showing 83.3% validity or Reliability.
3.4 Test of Team effectiveness level On Team Climate
H0: There is no positive relation between Team Climate on Team effectiveness.
H1: There is positive relation between Team Climate Team effectiveness.
Testing Part:
Correlations Analysis:
Table 3.18: Correlations
Correlations
Ave.clmt sat4
Pearson
1
Correlation
Ave.clmt
Sig. (2-tailed)
N
30
Pearson
.861**
Correlation
sat4
Sig. (2-tailed)
.000
N
30
Source: Authors’ Field Study
Correlation is significant at the 0.01
tailed).
.861**
.000
30
1
30
**.
level (2-
Interpretation of correlation:
The value of correlation coefficient r =.861 which implies that there is a strong positive linear
association or strong positive correlation between the variables Team effectiveness level on
Team Climate.
15
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Here p value=.000 since p value is less than .01, we may reject the null hypothesis at 1% level of
significance and accept the alternative hypothesis. So, there is Significant Relation between
Team effectiveness level on Team Climate in the context of research and development in an
organization.
Regression
Table 3.19: Variables Entered/Removeda
Model
1
Variables
Variables
Entered
Removed
Ave.clmtb
.
Method
Enter
Source: Authors’ Field Study
a. Dependent Variable: sat4
b. All requested variables entered.
Table 3.20: Model Summary
Model
R
R Square
Adjusted R Square
Std.
Error
of
the
Estimate
1
.861a
.741
.732
.32619
Source: Authors’ Field Study
a. Predictors: (Constant), Ave.clmt
Interpretation of Model Summary:
Here R2 =0.326
Which implies that 32.6% of the total variation in Team Effectiveness can be explained by the
Team Climate.
Table 3.21ANOVAa
Model
Regression
1
Residual
Total
Sum of Squares
8.521
2.979
11.500
Df
1
28
29
Mean Square
8.521
.106
16
F
80.081
Sig.
.000b
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Source: Authors’ Field Study
a. Dependent Variable: sat4
b. Predictors: (Constant), Ave.clmt
Table 3.22: Coefficientsa
Model
Unstandardized Coefficients
B
(Constant)
.508
1
Ave.clmt
.921
Source: Authors’ Field Study
a. Dependent Variable: sat4
Std. Error
.450
.103
Standardized
Coefficients
Beta
.861
T
Sig.
1.130
8.949
.008
.000
Interpretation:
Here p value for α =0.008
Since p value < 0.01 where may reject null hypothesis at 1% level of significance. Conclude that
the intercept coefficient not equal to 0.
Here p value for β =0.000
Since p value < 0.01 where may reject null hypothesis at 5% level of significance. Conclude that
β not equal to 0.That means Team Effectiveness changes as Team Climate changes. As also p
value is laying on the rejection area so it is statistically proved that null hypothesis has not been
accepted and alternative hypothesis has been accepted.
Reliability
Scale: ALL VARIABLES
Table 3.23: Case Processing Summary
N
%
Valid
30
83.3
a
Cases
Excluded
6
16.7
Total
36
100.0
Source: Authors’ Field Study
a. Listwise deletion based on all variables in the
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
procedure.
Interpretation:
Since the data were collected from Field Survey those are 83.3% Reliable. It is also proved by
Cronbach's Alpha Reliability Test. The Test Result showing 83.3% validity or Reliability.
3.5 Test of Team effectiveness level On Team Performance
H0: There is no positive relation between Team Performance on Team Effectiveness.
H1: There is positive relation between Team Performance on Team effectiveness.
Testing Part:
Correlations Analysis:
Table 3.24: Correlations
Correlations
Ave.per sat5
Pearson
1
Correlation
Ave.per
Sig. (2-tailed)
N
30
Pearson
.946**
Correlation
sat5
Sig. (2-tailed)
.000
N
30
Source: Authors’ Field Study
Correlation is significant at the 0.01
tailed).
.946**
.000
30
1
30
**.
level (2-
Interpretation of correlation:
The value of correlation coefficient r =.946 which implies that there is a strong positive linear
association or strong positive correlation between the variables Team effectiveness level on
Team Performance.
18
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Here p value=.000 since p value is less than .01, we may reject the null hypothesis at 1% level of
significance and accept the alternative hypothesis. So, there is Significant Relation between
Team effectiveness level on Team Performance in the context of research and development in an
organization.
Regression
Table 3.25: Model Summary
Model R
R Square
1
.946a
.895
Source: Authors’ Field Study
a. Predictors: (Constant), Ave.per
Adjusted
Square
.891
R Std. Error of the
Estimate
.23925
Interpretation of Model Summary:
Here R2 =0.239
Which implies that 23.9% of the total variation in Team Effectiveness can be explained by the
Team Performance.
Table 3.26: Variables Entered/Removeda
Model Variables
Variables
Entered
Removed
b
1
Ave.per
.
Source: Authors’ Field Study
a. Dependent Variable: sat5
b. All requested variables entered.
Table 3.27: ANOVAa
Model
Sum of Squares
Regression
13.597
1
Residual
1.603
Total
15.200
Source: Authors’ Field Study
a. Dependent Variable: sat5
b. Predictors: (Constant), Ave.per
Method
Enter
Df
1
28
29
Mean Square
13.597
.057
19
F
237.556
Sig.
.000b
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
3.28: Coefficientsa
Model
Unstandardized Coefficients
B
(Constant)
-.177
1
Ave.per
1.058
Source: Authors’ Field Study
a. Dependent Variable: sat5
Std. Error
.300
.069
Standardized
Coefficients
Beta
.946
T
Sig.
-.588
15.413
.03
.000
Interpretation:
Here p value for α =0.03
Since p value < 0.05 where may reject null hypothesis at 5% level of significance. Conclude that
the intercept coefficient not equal to 0.
Here p value for β =0.000
Since p value < 0.01 where may reject null hypothesis at 5% level of significance. Conclude that
β not equal to 0.That means Team Effectiveness changes as Team Performance changes. As also
p value is laying on the rejection area so it is statistically proved that null hypothesis has not been
accepted and alternative hypothesis has been accepted.
Reliability
Scale: ALL VARIABLES
Table 3.28: Case Processing Summary
N
%
Valid
30
83.3
a
Cases
Excluded
6
16.7
Total
36
100.0
Source: Authors’ Field Study
a. Listwise deletion based on all variables in the
procedure.
Interpretation:
20
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Since the data were collected from Field Survey those are 83.3% Reliable. It is also proved by
Cronbach's Alpha Reliability Test. The Test Result showing 83.3% validity or Reliability.
4. Analysis of the Model
Control Hypothesis:
H0 : Team Functions has a positive impact on R&D
H1 : Team Functions has a negative impact on R&D
Testing part:
Regression Model,
Y= α + β X1 + β X2 + β X3 + β X4 +β X5 + β X6+ є
Team Effectiveness = α + β Team Objective + β Team Function + β Team Skill + β Team
Climate +β Team Performance + є
Table 3.29: Variables Entered/Removeda
Model Variables
Variables
Entered
Removed
Ave.per,
Ave.obj,
1
Ave.skill,
.
Ave.function,
Ave.clmtb
Source: Authors’ Field Study
a. Dependent Variable: Satisfaction
b. All requested variables entered.
Table 3.30: Model Summary
Model R
R Square
Method
Enter
Adjusted
Square
.799
R Std. Error of the
Estimate
.18364
1
.913a
.833
Source: Authors’ Field Study
a. Predictors: (Constant), Ave.per, Ave.obj, Ave.skill, Ave.function,
Ave.clmt
21
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Interpretation:
Here r = 0.913 which means there is very strong and significant relation among team objective,
skill, functions, climate, performance and overall satisfaction of team members.
Table 3.31 ANOVAa
Model
Sum of Squares df
Mean Square
F
Regression
4.049
5
.810
24.016
1
Residual
.809
24
.034
Total
4.859
29
Source: Authors’ Field Study
a. Dependent Variable: Satisfaction
b. Predictors: (Constant), Ave.per, Ave.obj, Ave.skill, Ave.function, Ave.clmt
Sig.
.000b
Interpretation:
Here p value is 0.000
Since p value < 0.01 which is placed on the rejection area so now it is statistically proved that
Null hypothesis has been rejected and alternative hypothesis has been accepted that means there
is significant relation between Team Effectiveness and Online operations Management system.
Reliability
Table 3.32: Case Processing Summary
N
%
Valid
30
83.3
a
Cases
Excluded
6
16.7
Total
36
100.0
Source: Authors’ Field Study
a. Listwise deletion based on all variables in the
procedure.
Interpretation:
Since the data were collected from Field Survey those are 83.3% Reliable. It is also proved by
Cronbach's Alpha Reliability Test. The Test Result showing 83.3% validity or Reliability
22
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
4.1 Graphical Representation
Figure 1: Correlation among the variables
Figure 2: Correlation of Variance
23
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Figure 3: Team Effectiveness
The graphical representation shows that, the variables are highly correlated to each other. The
correlations are more than +0.70 which reveals a strong uphill (positive) linear relationship
among team objective, functions, skill, climate and performance. The effectiveness of team
depends on as it is shown above.
An effective team structure may not happen overnight. Most organizations will have to
continually work towards developing and maintaining effective team structures for the business.
There are no hard and fast rules that will work for every organization when developing teams, as
personalities and business cultures will differ from one business to the next. Always encourage
feedback from team members on how to improve the climate and effectiveness of the team in
research and development.
4.1 Conclusion and Findings
The main aim of this research was to find the team impact and its effectiveness. Teamwork has a
dramatic affect on organizational performance. An effective team can help an organization
achieve incredible results. A team that is not working can cause unnecessary disruption, failed
delivery and strategic failure. Nowadays it is almost impossible to avoid being a member of
team. If you're not on an official team at work, chances are you function within one in one way
24
Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
or another. This assessment helps us uncover common teamworking variables that one might be
experiencing and helpful for an organization
Findings
1. Team Climate and Team Performance are more correlative .861 and .946 respectively. So
Team climate and performance should be emphasized.
2. The other variables: Team Skill, function and objectives should be accentuated after
previously stated variables because research shows that comparatively less correlation
among them.
3. The research field lacks a theoretical model of team performance. A comprehensive
model should be developed.
4. The science of team performance and training can help the research and development to
improve team effectiveness. It should continue to disseminate findings with regard to the
progress of further research.
5. It should involve the team training experts, in attempts to apply to patient safety the
principles, guidelines, and learning emerging from previous research.
6. Research has already identified many of the competencies necessary for effective
teamwork in research and development.
7. A number of proven instructional strategies are available for promoting effective
teamwork
8. Organization should use strategies wherever possible, given that some are relatively easy
to design and deliver.
9. Team-based strategies should be developed for improving team effectiveness.
10. Team training strategies should be further adapted to suit research needs
The research has made considerable progress in designing and implementing teamwork success
for research and development in an organization across a number of settings along with affecting
factors which are to make effective teamwork.
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
Appendix
gnnoresuuietnaestaiatnonitriatnQitseuQ
IMPACT OF TEAM AND IT’S EFFECTIVENESS IN RESEARCH AND
DEVELOPMENT
Dear Sir/Madam,
We, a group of students from the Faculty of Business Studies, University of Dhaka, are currently
conducting a research on “ IMPACT OF TEAM AND IT’S EFFECTIVENESS IN RESEARCH AND
DEVELOPMENT’’. The survey has the objective of identifying the effectiveness of teamwork on
research and development.
It would be highly appreciated if you help fill up this questionnaire and we assure you that all
the data will be kept confidential and will be used only for academic purposes, nothing else.
After filling up the questionnaire you can Mail the soft copy to - wahidudjaman@yahoo.com
Please answer/tick the following questions:
SCALES’ INTERPRETATION:
1
2
3
4
5
Strongly Disagree
Disagree
Moderate
Agree
Strongly Agree
SECTION- A
BACKGROUND INFORMATION OF RESPONDENT (Please tick where applicable)
1. Name:
2. Gender:
Male
Female
3. Age :
Below 20
Between 21-25
Between 26-30
Between 31-35
Between 36-40
Above 41 years old
4. The title of the Research &Development Project you have conducted recently with a
team:
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
SECTION- B
For this section, please rate how strongly you agree or disagree with each of the
following statements by ticking the appropriate numbers.
1 2 3 4
OBJECTIVES
5
1 I know the objectives of my team for the research and development
2 Team has a clear vision of what it is supposed to do
3 Everyone on the team has a clear and vital role
4 Team works well together to obtain research & development outcomes
I’m satisfied with my team objectives
FUNCTIONS
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1 Team receives adequate training to function effectively
2 Team understands its requirements for research and development
3 Everyone on the team has a clear and vital role based on functional objectives
4 I feel flexible to work with my team functions.
I’m satisfied with my team functions.
SKILLS
1 Team has adequate skills and member resources to achieve its goals
2 Team uses effective decision making processes and problem solving skills
3 Constructive feedback is given by the team from research findings
4 Team can improve the skills required for optimum research works
I’m satisfied to work with such skilled team
TEAM CLIMATE
1 Working environment within the team is friendly enough to perform better
2 Team members can openly discuss their own problems and issues
3 Team members show consideration for needs and feelings of other team
members.
4 Team members receive recognition for individual performance
I’m satisfied with team climate to expose my maximum performance
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
TEAM PERFORMANCE
1
2
3
1 Team members are aware of research performance& oriented to goals
2 Both individual and team performance are measured independently
3 Team uses an effective short and long-term strategic planning process
4 Team is productive, efficient and effective for research & development actions.
I’m satisfied with the consequential performance of my team
Thanks for your Valuable Participation.
References
 Alderfer CP. 1977. ‘Group and intergroup relations’. Improving the Quality of Work Life,
ed. JR Hackman, JL Suttle, pp. 227–96.
 Cohen, S. G., & Bailey, D. E, 1997. ‘What makes teams work: Group effectiveness
research from the shop floor to the executive suite.’ Journal of Management, 23(3), 239290.
 Dennis J. Devine, Laura D. Clayton, Jennifer L. Philips, Benjamin B. Dunford and Sarah
B. Melner, 1999, ‘Teams in Organizations : Prevalence, Characteristics, and
Effectiveness’. Small Group Research, 30, p-678.
 Guzzo, R. A., & Dickson, M. W, 1996. ‘Teams in organizations: Recent research on
performance and effectiveness’. Annual Review of Psychology, 47, 307-338.
 Guzzo, R. A.,& Shea, G P, 1992. ‘Group performance and intergroup relations in
organizations’. Handbook of Industrial and Organizational Psychology, 3, 269–313.
 Hackman, J. R. 1987. The design of work teams. , Handbook of organizational behavior
(pp. 315-342). Englewood Cliffs, NJ: Prentice Hall.
 Hackman, J. R.,1998. ‘Why teams don’t work.’ Theory and research on small groups.
Handbook of industrial and organizational psychology, Vol. 3, pp. 269-313, New York:
Plenum.
 Katz, D., & Kahn, R. L.,1978. The social psychology of organizations. New York: Wiley.
 Naquin, C. E., & Tynan, R. O. 2003. The team halo effect: Why teams are not blamed for
their failures. Journal of Applied Psychology, 88, 332-340.
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Proceedings of 13th Asian Business Research Conference
26 - 27 December, 2015, BIAM Foundation, Dhaka, Bangladesh,
ISBN: 978-1-922069-93-1
 Sundstrom E, De Meuse KP, Futrell D, 1990. ‘Work teams: applications and
effectiveness’ Am. Psychol. 45, 120–33.
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