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The role of accountability in fostering effective team collaboration
In a post-Covid 19 business environment, the strategic endeavours of senior leaders
in organisations to harness team collaboration benefits have been accelerated. The
business conversation has progressed from debating the value of collaboration in
teams towards how effective team collaboration may be embedded to achieve
greater financial performance and organisational resilience. The present research
considers the role that accountability may play in embedded collaboration within
cross-specialist teams, particularly in a professional services environment. This
arises from the limited theoretical understanding which currently exists in relation to
the construct of accountability and the construct of effective of effective team
collaboration, particularly in relation to accountability within teams. This research
study’s scope considers the role that different forms and levels of accountability play
in relation to driving and embedding effective team collaboration, through a
qualitative inductive phenomenology study conducted within a single professional
services organisation operating from different offices across Africa. The research
findings highlight 11 enabling conditions, collectively, at an individual, team and
organisational level which together suggest an Effective Team Collaboration
Accountability Framework which contributes to existing theoretical literature relating
to formal and informal accountability, as well as peer accountability within a team
context, and which provides a framework for organisational management to create
and diagnose effective team collaboration accountability ecosystems in pursuit of
enhanced effective team collaboration within organisations.
Description:
Mini Dissertation (MBA)--University of Pretoria, 2021.