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2000 words
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Newcastle Business School
ASSESSMENT 1 – ANNOTATED BIBLIOGRAPHY
Trimester 3, 2022
GSBS6001: Managing Under Uncertainty
This assessment is for NCLE_CITY Students.
Due Date: Sunday – Week 6 at 11:59pm AEST
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Weighting |
30% |
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Submission Method |
Turnitin and Discussion Forum |
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Assessment Criteria |
Marking Rubric (Uploaded on Canvas) |
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Feedback Provided Length |
Online and in Class Five (5) Pages (2000 Words) |
Purpose: The purpose of this assignment is to provide students with the skills to locate, select, reference, and interpret scholarly articles.
Description: Each individual is to select and annotate three (3) academic journal articles related to the broad theme: A Rational Approach to Managerial Decision Making Under Conditions of Deep Uncertainty. Each annotation is one page and completed on a template. In addition, an introduction and conclusion to the annotations is required. The introduction and conclusion should be no more than one page each.
Note:
1. Articles considered for annotation should be published in the period 2012 – 2022.
2. Posting assignment drafts on the discussion board for feedback is OPTIONAL. However.
a. Students are encouraged to post their first draft annotation for feedback along with a link to the annotated article in the Assessment 1: Inquiries, Online Discussions & Feedback discussion forum in Canvas.
b. Students are encouraged to post a draft of their completed Annotated Bibliography for feedback in the Assessment 1: Inquiries, Online Discussions & Feedback discussion forum in Canvas.
Further details are available in the assessment folder in Canvas.
End of Assessment
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ANNOTATED BIBLIPGRAPHY Trust in Teams
It has becoming more apparent to organisations worldwide the importance that trust brings to an organisation. This collection of scholarly articles defines the importance that trust brings to workplace teams effectiveness. Further to this, with the current global financial situation which most organisation face, combined with increasing pressures from shareholders, financiers and other stakeholders to become more efficient and more productive. In order to achieve this organisation must recognise the importance of trust in workplace teams. The purpose of the annotated bibliography is to provide insight and reflection on the importance trust will have in improving organisations workplace team effectiveness. The following six annotated bibliographies provide various empirical studies in support of this statement.
First, Dirks (1999) describes that trust how to effects on work cooperation. Whilst showed that trust effective variable which connected goals and reward systems which are significant influence group process and performance. By examining a sporting team the research completed by Dirk (2000) provides an empirical study with much more clearly defined goals (i.e. winning each game) creates reduced variables and provides a fresh perspective of teams performance other than those in the workplace. Second, Erdem, Ozen, and Atan (2003) discusses the issue of team work as a crucial success factor for most companies and studied the relationship between trust of team members and the performance of that team. Third, although many organisations rely on teams to function, Ereden (2003) argues there is little research that clearly establishes the connection between teamwork and improved performance. Although the success of teams depends on the environments in which they operate, Ereden (2003) argues that organisations need to plan, structure and support the use of teams. Considering the right questions and issues in planning, primary researches and experience, to create a work team planning guide, that identifies the topics and critical issues companies need to identify to support effective teams. Fourth, Bijlsma and Koopman (2003) reviews six empirical studies over the past decade on trust within and between organisational relationships to emphasise the importance of common understanding and trust. Fifth, Costa (2003) provides a unique perspective giving further insight into the definition of trust and the important role on monitoring individuals behaviours. In the final article, Tan and Lim (2007) build a specific model on the relationship between colleagues and organisations in relation to trust.
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Reference |
Dirks, K. (1999) The Effects of Interpersonal Trust on Work Group Performance, Effects of Interpersonal Trust, Journal of Applied Psychology. Vol. 84. pp 445-455 |
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Article Type |
Research |
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Aim/Purpose |
The purpose of this article is to describe the influences of trust on work cooperation. |
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Method |
Sample: 3 people who from 42 people became a group to attend tower building task. The method of data collection: self-report survey after task. Analysis: the results of survey showed low-trust groups did efforts by themselves, but if want to get higher performance should be high-trust groups struggled together. |
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Findings |
The research displayed trust as a important result of group, directly effects group performance, and the researchers think that trust indirectly effects interpersonal relations and group process and performance. |
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Significance |
The research showed trust as an effective variable which connected goals and reward systems which is significant to the main topic of all articles which is trust. This article not only indicates importance of trust in cooperation, but also describes which situation leads to people to make difference choices which are whether work together. Most of examples from this research that employees trust each other to work together in order to more reward which is not found in other researched articles. |
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Strengths |
The author indicated his point very clearly and gave many examples to support significance of trust in group work. Further more also bring forward disadvantages based on trust, sequentially, better to explain the significance of the trust. |
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Weakness |
Although the author expounded both sides of the trust, not distinct how to build good interpersonal relations and how to avert distracter. |
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Reference |
Dirks, K. (2000) Trust in Leadership and Team Performance: Evidence from NCAA Basketball; Journal of Applied Psychology, Vol. 85. No. 6, pp. 1004-1012 |
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Aim/Purpose |
The writer outlined two objectives for this article being; i) examining the assumptions found in several literature relating to the topic and; ii) Using an empirical study to prove/disprove the hypothesis made by examining the relationship between trust & team performance. |
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Article Type |
Research |
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Method |
The study uses a sample of men’s college basketball team, divisions 1-3. A total of 30 teams, consisting of 355 individuals located in the Midwestern & western United States were involved in the study. One hour interviews were completed with players and coaches over a five year period. |
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Findings |
1. The study found that trust in the coach did not vary between divisions 2. Trust in the coach by players had a considerable impact on the teams percentage of wins 3. There was a relationship between trust and past performances (i.e. the coaches or team winning percentage or history) 4. Other correlations included team talent, past team performance and trust among team mates. |
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Significance |
It is important to consider teams other than those in work groups, in this case a sporting team, for additional scope. A sporting team has clearly defined goals and the objectives are generally common to all teams surveyed. Further to this it is relevant to examine a second article by K.Dirks to compare the style, research and findings. |
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Strengths |
By using highly competitive sporting teams the goals are the same (i.e. winning), unlike organisations and workplaces where individual goals may affect the organisations “overall” goals with a more significant impact. All teams and player abide by the same rules in competition in missing variables. Finally, the sample size is quite large. |
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Weaknesses |
The empirical study, which supports the hypothesis, uses sporting teams not the performance of workplace teams. More research relating to the trust among individual team players not just players and coaches would be relevant. The use of research statistics jargon can be off putting when reading. |
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Reference |
Erdem, F and Ozen, J. (2003) Cognitive and affective dimensions of trust. Team Performance Management. Vol.9. No.5/6; pp. 131-135 |
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Article Type |
Research |
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Aim/Purpose |
The aim of this study is to relationship between cognitive and affective dimensions of trust and the performance of team .Than analysis the result through empirical study |
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Method |
The author uses through research ten companies which applying total quality management choosing fifty teams from these companies representing 279 teams members as a sample .Questionnaires designed for research to be answer by the sample six relating to cognitive trust, five relating to affective trust, and four relating to team performance |
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Findings |
Strong social interaction between team members or team work in organisation department will produce trust (cognitive trust and affective trust ).This trust will develop and protect team work .Therefore performance and outcomes of organisation will increase as trust increase among team members |
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Significance |
The development of modern organisation needs trust on team work. Also increasing trust among team members depend on or organisational department. The significance of this article was that it surveyed within an organisation and its departments which is different from the other articles which used different organisation in their method. |
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Strengths |
The author explores how to describe and Appling the affective trust and the cognitive trust to increasing the performance |
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Weakness |
The authors focus on some by the questionnaires teams and forget all environment of teams |
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Reference |
Costa, A. (2003) Work Team Trust and Effectiveness; Section of work and organisational psychology. Personal Review, Vol. 32. No. 5. pp 605-622. |
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Aim/Purpose |
This article looks at the functions and effects trust will impact on workplace team’s performances. The links between performance and trust are explained and expanded. Hypotheses are tested by using a survey study. The article also looks to define trust. |
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Article Type |
Research |
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Method |
The survey is completed on three different organisations within the same sector. Team comprised of three to six members which scores were aggregated. Four hypotheses were tested using the Structured Equations Modelling (SEM). Teams are surveyed in areas including; trust, perceived trust, perceived task performance, team satisfaction, and attitudinal commitment and continuance commitments. |
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Findings |
1. There is a high correlation between perceived trustworthiness and actual workgroup trust 2. More emphasis is required on monitoring behaviours of individuals and teams 3. Trust is important in workplace teams performance and effectiveness 4. Trust is a crucial factor in a teams ability to function |
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Significance |
The article uses first hand data to test its hypotheses. Although based in the Netherland the two countries (The Netherlands and Australia) are highly comparable. The article is clearly in relation to workplace teams, as opposed to sporting or social teams. |
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Strengths |
The article concentrates on workplace team. The importance of monitoring behaviour is recognised. The sample size of the survey is relatively large (112 teams). The diagrams used are effective, non-complicated and not overbearing. |
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Weaknesses |
Several sections of the article became difficult to read, resulting in the whole paragraph becoming confusing. Further to this, research jargon used is hard to understand without statistics knowledge. The research is based on the social care sector only, which the author acknowledges. The majority of references are no longer current, that is older than 10 years. |
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Reference |
Bijlsma, K. and Koopman, P. (2003) Introduction: Trust Within Organisations, Personal Review, Vol. 32 No. 5, pp 543-555. |
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Aim/Purpose |
To critically review of six empirical studies over the past decade on the issue of trust within and between organisational relationships. |
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Article Type |
Literature review |
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Approach |
Starts with the reason of study trust and the common understanding of trust based on three directions: trust as a phenomenon, consequences of trust and building trust. Three questions are discussed in the review: Antecedents of trust, how to determine antecedents of trust and relationships between trust and control. |
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Conclusion |
This study presents the common understanding, mirror standing and emerging points of discussions. The authors suggest the future research directions. One way is to discuss the relation between trust and control may also be explained by systematic risk. Another way for future research is to need more models of antecedents of trust. The last suggestion for future research is to obtain more systematic comparisons. |
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Significance |
The review presents issues on trust within and between organisations. Compared to Weibel (2002) whose argument is trust is the way to absorb risks and control is a way to reduce risk. This article is valued because it is the only literature review and as such does not complete research but offer control measure which is highly beneficial. |
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Strengths |
The article presents many themes which is relevant to the study of trust with clear structure and also gives many promising suggestions for future research. It would be a good recommendation and prediction for the further relevant study. |
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Weakness |
There is no quantitative data on each study to establish the relation between trust and control. Moreover, the discussion on the relation between trust and control is limited without full attention. There is also no systematic comparison with many relations to find the main topic. |
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Reference |
Erdem, F. and Ozen, J. (2003) Cognitive and affective dimensions of trust. Team Performance Management. Vol. 9. No.5/6. pp. 131-135 |
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Aim/Purpose |
Research |
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Article Type |
The aim of this study is to relationship between cognitive and affective dimensions of trust and the performance of team .Than analysis the result through empirical study |
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Method |
The author uses through research ten companies which applying total quality management choosing fifty teams from these companies representing 279 teams members as a sample .Questionnaires designed for research to be answer by the sample six relating to cognitive trust, five relating to affective trust, and four relating to team performance |
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Findings |
Strong social interaction between team members or team work in organization department will produce trust (cognitive trust and affective trust ).This trust will develop and protect team work .Therefore performance and outcomes of organization will increase as trust increase among team members |
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Significance |
The development of modern organization needs trust on team work. The result of this research show positive relation between the team performance and |