Publication statistics

Pub. period:2004-2011
Pub. count:9
Number of co-authors:16



Co-authors

Number of publications with 3 favourite co-authors:

Jan Maarten Schraagen:3
Carsten K. W. De Dreu:1
Peter C. Rasker:1

 

 

Productive colleagues

Rick van der Kleij's 3 most productive colleagues in number of publications:

Jan Maarten Schraa..:7
Tjerk de Greef:5
Carsten de Dreu:3
 
 
 
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-- Paul Rand, 1997

 
 

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Rick van der Kleij

Picture of Rick van der Kleij. Copyright unknown.
Personal Homepage:
http://home.tiscali.nl/rickenlin/

Current place of employment:
TNO Human Factors

Rick van der Kleij was born in Zaandam, The Netherlands on April 14, 1973. He attended pre-university education at St. Michael College in Zaandam. In September 1992 he began his Master’s degree program at Vrije Universiteit, Amsterdam in psychology. From August 1996 until April 1997 he specialized in design ergonomics at Delft University of Technology. In 1998 he received his Master’s degree in cognitive psychology and ergonomics from Vrije Universiteit, Amsterdam. Since 1998 he works as a research scientist at the Human Factors lab of the Netherlands Organisation for Applied Scientific Research (TNO) in Soesterberg, The Netherlands. He is research project leader and coworker in a wide range of research projects. His main area of interest is on making effective teams with people and collaborative technologies in collocated and distributed settings.

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Publications by Rick van der Kleij (bibliography)

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2011
 
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Kleij, Rick van der and Hoeppermans, Maarten (2011): How Performance Feedback and Reflection Affect Transactive Memory. In: Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011. pp. 311-315.

Research on transactive memory has showed the positive effects of training together. This study investigated how feedback and reflection affect transactive memory in settings where there is no time for elaborate team training. Newly formed teams were given accurate, false or no feedback about their individual performance on a prior administration of an intellective task. Team receiving no feedback either were given time for reflection to discuss their prior performance or not. Our findings suggest the need to support newly-formed teams in their attempt to determine how expertise is distributed among its members along with the potential of feedback to create transactive memory systems.

© All rights reserved Kleij and Hoeppermans and/or HFES

 
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Kleij, Rick van der, Molenaar, David and Schraagen, Jan Maarten (2011): Making Teams More Resilient: Effects of Shared Transformational Leadership Training on Resilience. In: Proceedings of the Human Factors and Ergonomics Society 55th Annual Meeting 2011. pp. 2158-2162.

Resilience is of great importance to teams operating in complex environments, such as command and control teams. Team resilience is the ability of teams to respond to sudden, unanticipated demands for performance quickly and with minimum decrement of performance. The objective of this study was to design and test a training intervention to make teams more resilient. In a between-subjects design utilizing a sample of 35 three-person teams, two training manipulations were compared to each other and a control group. Higher levels of team resilience were found when shared leadership was enforced through brief training of transformational-leadership behaviors. This study demonstrated the effectiveness of a relatively small training intervention in boosting resilience.

© All rights reserved Kleij et al. and/or HFES

2010
 
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Brons, Lisanne, Greef, Tjerk de and Kleij, Rick van der (2010): The influence of an activity awareness display on distributed multi-team systems. In: Proceedings of the 2010 Annual European Conference on Cognitive Ergonomics 2010. pp. 335-336.

Motivation -- Both multi-team systems and awareness displays have been studied more often in the past years, but there hasn't been much focus on the combination of these two subjects. Apart from doing so, we are particularly interested in the difficulties encountered when multi-team systems are distributed among different locations and how interface technology plays a role in overcoming these. We hypothesise that an activity awareness display will positively effect the performance of teams that are collaborating at a distance. Research approach -- During an experiment we look at two teams of two persons each working together on a complex task. In total 20 multi-teams are tested. Half of them is provided with a display containing information about the other team in order to raise their activity awareness. Performance, time, communication and back-up behaviour are measured. After the task participants are questioned about their perceived performance, workload and inter-team coordination. Design -- An activity awareness display should communicate the current activity being executed, the status of that activity, and the workload of the remote team. Originality/Value -- The goal of this project is to lay out a theoretical base for designing tools to improve the performance of remotely collaborating teams such as Urban Search And Rescue teams missions. Take away message -- An awareness display hypothetically improves multi-team performance through more back-up behaviour and less communication.

© All rights reserved Brons et al. and/or their publisher

2009
 
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Kleij, Rick van der, Lijkwan, Jameela T. E., Rasker, Peter C. and Dreu, Carsten K. W. De (2009): Effects of time pressure and communication environment on team processes and outcomes in dyadic planning. In International Journal of Human-Computer Studies, 67 (5) pp. 411-423.

An experiment compared dyadic performance in a radio communication and a more sophisticated communication environment to face-to-face (FtF) meetings. Thirty-six dyads, working under low or high time-pressure conditions, needed to combine information and to produce a written plan. Teams working in the sophisticated communication environment collaborated from separate locations over a networked computer system allowing them to share a note-taking program, work in parallel, and exchange in real-time audio as well as video. Results revealed detrimental effects of time pressure on both team processes and outcomes, and supported our hypothesis that distributed teams can perform as well as FtF teams. No differences were found between FtF teams and teams working in the sophisticated communication environment on process and outcome measures, except for the quantity of performance: The sophisticated communication environment enabled distributed teams to work on the task more rapidly than their FtF counterparts. Radio teams produced plans of lower quality and were less satisfied with the quality of their planning process than FtF teams.

© All rights reserved Kleij et al. and/or Academic Press

2006
 
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Kleij, Rick van der, Rasker, Peter, Lijkwan, Jameela and Dreu, Carsten de (2006): Effects of distributed teamwork and time pressure on collaborative planning quality. In: Human Factors and Ergonomics Society 50th Annual Meeting 2006, San Francisco, CA, USA. pp. 555-559.

 
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Kleij, Rick van der and Schraagen, Jan Maarten (2006): Enabling team decision making. In: Bowers, Clint, Salas, Eduardo and Jentsch, Florian (eds.). "Creating high-tech teams: Practical guidance on work performance and technology". Washington, DC: APA Bookspp. 35-50

2005
 
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Kleij, Rick van der, Paashuis, Roos and Schraagen, Jan Maarten (2005): On the passage of time: Temporal differences in video-mediated and face-to-face interaction. In International Journal of Human-Computer Studies, 62 (4) pp. 521-542.

This paper examines team work over time in video-mediated non-collocated and traditional face-to-face same-room teams. In a longitudinal between-groups design, 22 three-person teams were tested in 4 1-h test sessions at 2-week intervals. A paper-folding task was designed for the experiment that had the potential to induce differences in team work under different communication environments. Results showed that near the end of the experiment, initial differences between groups on cooperative task performance in favour of the face-to-face teams had disappeared. These findings are explained in terms of a technological adaptation effect, which occurs when people learn how to use the technological tools available despite technological limitations. No differences were found between groups on cohesion and satisfaction. Likewise, cohesion did not increase over time as participants gained experience. In comparison, satisfaction did increase over time for both groups as teams gained experience with fellow team members and the task at hand. In contrast to what was expected, mental effort was higher for face-to-face teams than for video-mediated teams. Furthermore, initial differences between groups on mental effort did not disappear as participants gained experience. This paper concludes with a discussion of the results in terms of their implications for natural work teams, the design of video-communication technologies and suggestions for future research.

© All rights reserved Kleij et al. and/or Academic Press

2004
 
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Kleij, Rick van der and Ooms, Dick (2004): Communities of practice: kansen voor de marine?. In Marineblad, 6 pp. 174-179.

 
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Kleij, Rick van der, Paashuis, R. M., Langefeld, J. J. and Schraagen, J. M. C. (2004): Effects of long-term use of video-communication technologies on the conversational process. In International Journal of Cognition, Technology & Work, 6 pp. 57-59.

 
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Page maintainer: The Editorial Team
URL: http://www.interaction-design.org/references/authors/rick_van_der_kleij.html

Publication statistics

Pub. period:2004-2011
Pub. count:9
Number of co-authors:16



Co-authors

Number of publications with 3 favourite co-authors:

Jan Maarten Schraagen:3
Carsten K. W. De Dreu:1
Peter C. Rasker:1

 

 

Productive colleagues

Rick van der Kleij's 3 most productive colleagues in number of publications:

Jan Maarten Schraa..:7
Tjerk de Greef:5
Carsten de Dreu:3
 
 
 
May 19

Design can be art. Design can be aesthetics. Design is so simple, that's why it is so complicated.

-- Paul Rand, 1997

 
 

Featured chapter

Read the fascinating history of Wearable Computing, told by its father, Steve Mann

Read Steve's chapter !

 
 

Help us help you!