An Empirical evaluation of learning and team performance

Peter A. Murray, Con Korkofingas, Jawad Syed

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution

Abstract

Different contexts shape team activities and how they learn. We argue in this study that team learning behaviour helps deal with constant change reflected in multifaceted and ambiguous situations. The study examines the interplay between team learning behaviour and team performance. While previous studies have been based more on single-dimensional contexts and their relationship with learning, this study assesses the extent to which teams are better able to deal with multiple contexts on the basis of superior learning. We argue that learning acts as a bridge between context and performance. New findings between learning and performance are discussed. The latter part of the paper provides an empirical evaluation of the concepts and the findings add to theory building.
Original languageEnglish
Title of host publicationManaging our intellectual and social capital
Subtitle of host publicationproceedings of the 21st ANZAM Conference
Place of PublicationCanning Bridge, W.A.
PublisherPromaco Conventions
Number of pages19
ISBN (Print)1863081402
Publication statusPublished - 2007
EventAustralian and New Zealand Academy of Management Conference (21st : 2007) - Sydney, Australia
Duration: 4 Dec 20077 Dec 2007

Conference

ConferenceAustralian and New Zealand Academy of Management Conference (21st : 2007)
CountryAustralia
CitySydney
Period4/12/077/12/07

    Fingerprint

Keywords

  • contexts
  • learning
  • team performance

Cite this

Murray, P. A., Korkofingas, C., & Syed, J. (2007). An Empirical evaluation of learning and team performance. In Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference Canning Bridge, W.A.: Promaco Conventions.