2026-09-18T20:50:52Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/900562022-01-31T20:53:51Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Maria C. Yang.
Maouyo, Stephen Jojimbai
Massachusetts Institute of Technology. Technology and Policy Program.
Massachusetts Institute of Technology. Engineering Systems Division
Technology and Policy Program
2014-09-19T21:37:06Z
2014-09-19T21:37:06Z
2014
2014
http://hdl.handle.net/1721.1/90056
890140648
Thesis: S.M. in Technology and Policy, Massachusetts Institute of Technology, Engineering Systems Division, Technology and Policy Program, 2014.
59
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 33-37).
Teams have become ubiquitous. They are used at all levels of academia, government, and industry, and their use spans all sectors and fields. Much work has been done on the factors that affect a team's performance and how and what type of interventions may be useful in improving a team's performance. One such type of intervention is peer review and feedback. In this study, team peer reviews completed during a semester-long product design project at MIT are coded into the categories of skills, effort, and performance strategies, and within those categories, whether comments are positive or negative, to attempt to determine a correlation between the way team members try to shape each other's behaviors and the eventual performance of the team. Results, although inconclusive, provide insights into potential directions of future research in this area.
by Stephen Jojimbai Maouyo.
S.M. in Technology and Policy
57 pages
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Engineering Systems Division.
Technology and Policy Program.
Product design team interactions and peer feedback as indicators of team success
Thesis
application/pdf
false
Publication
unknown
unknown
<Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="cc88701e-ae6c-473e-be5c-930229a250d4">
<Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type>
<Language>eng</Language>
<Title>Product design team interactions and peer feedback as indicators of team success</Title>
<PublishedIn>
<Publication>
</Publication>
</PublishedIn>
<PublicationDate>2014</PublicationDate>
<Authors>
<Author>
<DisplayName>Maouyo, Stephen Jojimbai</DisplayName>
<Affiliation>
<OrgUnit>
</OrgUnit>
</Affiliation>
</Author>
</Authors>
<Editors>
</Editors>
<Publishers>
<Publisher>
<DisplayName>Massachusetts Institute of Technology</DisplayName>
<OrgUnit />
</Publisher>
</Publishers>
<License>http://dspace.mit.edu/handle/1721.1/7582</License>
<Keyword>Engineering Systems Division.</Keyword>
<Keyword>Technology and Policy Program.</Keyword>
<Abstract>Teams have become ubiquitous. They are used at all levels of academia, government, and industry, and their use spans all sectors and fields. Much work has been done on the factors that affect a team's performance and how and what type of interventions may be useful in improving a team's performance. One such type of intervention is peer review and feedback. In this study, team peer reviews completed during a semester-long product design project at MIT are coded into the categories of skills, effort, and performance strategies, and within those categories, whether comments are positive or negative, to attempt to determine a correlation between the way team members try to shape each other's behaviors and the eventual performance of the team. Results, although inconclusive, provide insights into potential directions of future research in this area.</Abstract>
<Access xmlns="http://purl.org/coar/access_right"
>
</Access>
</Publication>