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Older employees often face discrimination and exclusion from work teams. In two scenario studies, we tested the impact of age diversity statements on the representation and inclusion of older employees in teams. In Study 1 (N = 304), participants had to create a team and were either exposed to a diversity statement or not before selecting two teammates from a list of four differing in age and gender. Then, we measured participants' inclusive behavioral intentions towards a new, older member joining this team. Age diversity statements increased the representation but not the inclusion of older individuals in teams. In Study 2 (N = 518), we further manipulated the content of the statement (diversity or diversity and inclusion) and the organizational motive (reputation or change). We replicated the effects of diversity statements on representation. Moreover, statements also increased certain inclusive behaviors, but only when they targeted diversity and inclusion and reflected an organizational commitment to change. Taken together, these results suggest that age diversity statements foster diversity, yet fail to systematically increase inclusion. [ABSTRACT FROM AUTHOR]

Older employees often face discrimination and exclusion from work teams. In two scenario studies, we tested the impact of age diversity statements on the representation and inclusion of older employees in teams. In Study 1 (N = 304), participants had to create a team and were either exposed to a diversity statement or not before selecting two teammates from a list of four differing in age and gender. Then, we measured participants’ inclusive behavioral intentions towards a new, older member joining this team. Age diversity statements increased the representation but not the inclusion of older individuals in teams. In Study 2 (N = 518), we further manipulated the content of the statement (diversity or diversity and inclusion) and the organizational motive (reputation or change). We replicated the effects of diversity statements on representation. Moreover, statements also increased certain inclusive behaviors, but only when they targeted diversity and inclusion and reflected an organizational commitment to change. Taken together, these results suggest that age diversity statements foster diversity, yet fail to systematically increase inclusion.

Incorporating autonomy in teams has been an increasingly popular practice, but the mechanisms that make autonomous teams effective still need to be completely understood. Adopting a multidimensional approach to team effectiveness, the aim of this study was to analyse the mediating role of team members’ supportive behaviours in the relationship between team autonomy and team effectiveness (team performance, team viability, quality of group experience and team process improvement).

Copyright of Ad-gnosis is the property of Ad-gnosis Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Background. At present, there are no special studies that generally consider the details of the work of the Main Army Supply Committee (Zemgor) with the national minor-ities who worked in its engineering and construction squads. The purpose of this study is to identify a number of specific features of the interaction of Zemgor, as a public organization, with a non-Russian and belonging to a different cultural and religious tradition, the contin-gent of the lower level of these construction teams in the process of their recruitment and functioning to solve national tasks, which, against the background of the coming general crisis, seems very relevant. Materials and methods. This study is based on archival materi-als, organization reports, memoirs and the results of a number of contemporary works. This made it possible to consider aspects of this issue that had not previously attracted the atten-tion of researchers. The article is based on the principles of historicism, objectivity, and complexity. As a methodological basis, general scientific methods of collecting, analyzing and synthesizing historical data, comparative historical and historical genetic methods were used. Results. The features of Zemgor’s work with national minorities are described and considered. Conclusions. The work of the Main Army Supply Committee of the All-Russian Zemstvo and city unions (Zemgor) took place as part of solving an acute nation-wide problem to overcome the shortage of workers. The preparation of the procedure and the subsequent involvement by Zemgor of national minorities in the work was carried out taking into account a wide range of issues necessary for their effective application.

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Purpose – Research has demonstrated that varying degrees and combinations of individual traits, behaviors and characteristics influence the emergence of leaders in teams. While existing models have shown that such variables affect leader choice independently and interactively, the overall findings suggest that there is still a lack of research on a potentially significant factor, the impact of personal reputation on leader selection in autonomous work teams (AWTs), an increasingly ubiquitous team practice in organizations. This preliminary review thus aims to offer a general overview of personal reputation and its effects on leader emergence in the context of AWTs. Design/methodology/approach – By surveying extant literature on team leader emergence, this review has identified that the potential impact of personal reputation on leader selection in teams is significant yet largely ignored. Findings – Models of leader emergence in teams should incorporate the realistic assumption that teams formed in organizations are often comprised of individuals who have information on others either directly or indirectly. Personal reputation based on an individual’s history thus moderates how one’s behaviors or traits exhibited become contextualized in the overall assessment of leader desirability and selection in teams. Research limitations/implications – Based on a review of existing research on leadership emergence and personal reputation, this work contends that the external validity and predictive value of leader emergence models would greatly benefit from the inclusion of employee reputations as a moderating variable in the future assessment of the leader emergence process in AWTs. Practical implications – By designing models that explain the potential effects of personal reputations on leader emergence in self-managed teams, team members and managers can be better elucidated and ultimately improve their understanding of the process of the evaluation and selection of team leaders. Originality/value – Despite the prolific research on leader emergence, there is still a paucity of studies examining personal reputational effects on leader selection, especially in the context of AWTs. This work is the first review piece calling for the inclusion of personal reputation, a substantive factor overlooked and excluded in previous models, to enhance the current understanding of leader emergence in AWTs.

In today's turbulent business environments, work teams frequently face a variety of adverse conditions and, as a result, can experience process breakdowns and performance declines. Despite existing research on team effectiveness, we know very little about what enables teams to "bounce back" from adversity-induced setbacks. This is problematic because such negative experiences can lead to team failure. In response to this, we draw from conservation of resources theory to develop a comprehensive theoretical model of work team resilience that clarifies the meaning of the work team resilience construct and illustrates both how it emerges in an interdependent fashion via critical team-level resources and how it unfolds over time through team processes. In doing so we highlight the compelling phenomenon in which energetic, interdependent team member activity leads to goal attainment during challenging circumstances. We further theorize that work team resilience strengthens over time through mastery experiences, functioning as a self-reinforcing gain spiral. We contribute to the management literature by highlighting the key antecedents and processes that distinguish resilient work teams from brittle ones, including those teams that are merely adaptable and those that excel in stable environments but falter under adversity. We inform practitioners about how to build and sustain resilient work teams. [ABSTRACT FROM AUTHOR]

AbstractThis article gives a contextual understanding of human resource agility by highlighting organizational factors that influence it. The existing literature lacks assessments of the level of knowledge on this subject. The objective of this research was to address this gap by examining scholarly advancements in the area of human resources agility. To accomplish this, researchers reviewed all of the articles that would have been available in various electronic databases up to 2022. Conceptually, the data enabled us to determine that the agility of human resources comprised three connected dimensions: proactivity, resilience, and adaptation. One can acquire these characteristics through I) effective communication, II) delegation of authority, III) decision-making, and IV) work teams. This study also allowed us to suggest a plan for future research on the agility of human resources and other related topics. This article highlights the significance of human resource agility and its potential impact on business competitiveness, particularly in developing nations. It also brings attention to a topic that has limited discussion in academic literature.

Introduction: Due to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members’ work engagement. Especially in the domain of health care, high demands at work impact professionals’ work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members’ work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects. Methods: Data of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members’ work engagement were estimated in a mediation model using structural equation modeling (SEM). Results: The results indicate that team members’ work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members’ work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members’ work engagement. Discussion: Our results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members’ work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes. [ABSTRACT FROM AUTHOR]

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This article aims to identify the constitutive elements and main collective competencies (CC) in the Lunelli Group Creation Center's work teams, a business group focused on the fashion industry from the state of Santa Catarina in Brazil. Through exploratory and qualitative research, applying the case study strategy, conducted semi-structured interviews (with 36 employees from 6 work teams of the Lunelli Group's brands), and realizing a participant observation. The results demonstrate that the main CC, identified based on their constitutive elements, were the capacities to cooperate, create, planning collection, decision-making, solve problems, approval collection, and meet goals. We believe that these CC will allow organizations to understand teams' collective activities better, making it possible to develop the disabled CC and form the absent CC necessary to improve the team's performance and contribute to the organizational results.

جاءت هذه الورقة البحثية لتبيان أثر التمكين على الأداء الوظيفي للعاملين بشركة نفطال فرع ولاية المدية-، حيث تم التطرق إلى تحديد المفاهيم النظرية حول تمكين العاملين وكذلك أهم الأبعاد التي يتضمنها، كما أشرنا إلى الأداء الوظيفي والمفاهيم المتعلقة به، أما الجانب التطبيقي فقد تم الاعتماد على الاستبانة لجمع البيانات . وتوصلت الدراسة لعدد من النتائج أهمها وجود أثر ذو دلالة إحصائية لتمكين العاملين في تحسين الأداء الوظيفي للعمال في المؤسسة الاقتصادية المدروسة. This research paper came to show the effect of empowerment on the job performance of employees, where it was addressed to define theoretical concepts about the empowerment of workers, and we also referred job performance As for the applied side, the questionnaire was relied on to collect data. The study reached a number of results, the most important is the presence of a statistically significant effect to enable workers to improve the job performance.

Best practices in project management have been positioned in the organizational field as a suitable alternative to achieve the planned objectives. Learning capacity is one of the most important advantages of any organization, linked to human talent and business culture. This research sought to establish the relationship between organizational learning capacity and effectiveness in the management of the projects executed. In this study, 192 project managers were surveyed. The data were processed through a multivariate factor analysis method with the purpose of specify the relationship between the proposed variables. This research allowed us to understand learning capacity as a multidimensional variable that positively affects project management.

IntroductionDue to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members’ work engagement. Especially in the domain of health care, high demands at work impact professionals’ work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members’ work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects.MethodsData of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members’ work engagement were estimated in a mediation model using structural equation modeling (SEM).ResultsThe results indicate that team members’ work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members’ work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members’ work engagement.DiscussionOur results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members’ work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes.

The objective of this paper is to propose a quantitative methodology for the management of work teams through fuzzy logic and analytical network processing (ANP) for managerial decision-making in companies in the small and medium-sized business sectors. Through bibliographic research, the most influential variables were identified. The occurrences of these events were determined by the environment and their respective relevant variables for inclusion in the model. Qualitative data were transformed into quantitative data through fuzzy logic. The interactions of the variables among themselves in ANP were evaluated to estimate the best work teams or the members of each of them. [ABSTRACT FROM AUTHOR]

In this work, we present a teaching experience based on emerging pedagogies and gamification to improve leadership skills and achieve efficient teamwork in scientific-technical areas of Engineering Projects. We designed the contents of a workshop and a virtual tool to create emotional contexts that improved the acquisition of soft skills. The combination of multi-sensory pedagogical strategies and hybrid inductive-deductive methodologies based on tests and team games, inspired by the story line of the classic film "The Seven Samurai" (Kurosawa, 1954), allowed us both to carry out, over a period of two academic years, an "on-the-ground" workshop-game, and a virtual tool to interact in the workshop, while under the COVID-19 restrictions. Despite the different formats and gamification elements used over the two academic years, the metrics for evaluating the efficiency of acquiring these soft skills produced very positive results and, on the whole, did not show significant differences. The cinematographic language and empathy with the story and the characters led the students to identify with and internalize the elements of efficient teamwork and leadership. Movies can provide simple but effective narrative lines on which to build games. Here, we present the contents and details of both workshops as a transferable experience, as well as making the open virtual tool available for the educative community. [ABSTRACT FROM AUTHOR]

Scholars have long wrestled with whether hierarchical differentiation is functional or dysfunctional for teams. Building on emerging research that emphasizes the distinction between power (i.e., control over resources) and status (i.e., respect from others), we aim to help reconcile the functional and dysfunctional accounts of hierarchy by examining the effects of power differentiation on team performance, contingent on status differentiation. We theorize that power differentiation is dysfunctional for teams with high status differentiation by increasing knowledge hiding, which undermines team performance. In contrast, we predict that power differentiation is functional for teams with low status differentiation by decreasing knowledge hiding, which improves team performance. In a field study, we found that power differentiation harmed team performance via knowledge hiding in teams with high status differentiation, but power differentiation had no effect on knowledge hiding or performance in teams with low status differentiation. In an experiment, we again found that power differentiation harmed team performance by increasing knowledge hiding in teams with high status differentiation. However, power differentiation improved team performance by decreasing knowledge hiding in teams with status equality. Finally, in a third study, we confirm the role of status differentiation in making team climates more competitive and examine the effect of power-status alignment within teams, finding that misalignment exacerbates the dysfunctional effects of power differentiation in teams with high status differentiation. By examining how power and status hierarchies operate in tandem, this work underscores the need to take a more nuanced approach to studying hierarchy in teams. Funding: This research is partially supported by the National Natural Science Foundation of China [Grants 71572079 and 71872086]. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2021.1540. [ABSTRACT FROM AUTHOR]

Copyright of Revista Sotavento MBA is the property of Universidad Externado de Colombia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article presents the skills necessary for the accounting professional and a guide (framework) to guide the formation of work teams that enhance the development of skills in Accounting students submitted to active teaching methodologies. A systematic literature review was carried out to identify the relevant skills to be investigated in research in Accounting students. After the execution of a pilot test, a controlled quasiexperiment was carried out, based on the active teaching methodology of Challenge Based Learning (CBL), and questionnaires were applied to groups of Accounting students. A total of 251 students from five Higher Education Institutions (HEIs) in the southern region of Brazil participated in the research. In the analysis of the results, tests of variance (ANOVA), chi-square, Tukey's test and descriptive analyzes were performed to confirm the research hypothesis. A systematic review of the literature presents the skills that must be developed in accounting training, and the results of the article present the main variables in the formation of work teams that promote the development of these skills through the use of active teaching methodologies. The contributions, in addition to the literature review, are to provide a guide to subsidize and guide the formation of work teams to boost the development of these skills. In the practical field, the article indicates which variables, in the formation of work teams, can boost the development of skills with a satisfactory degree of intensity, guiding educational initiatives based on active teaching methodologies, serving in the academic field as a reference. [ABSTRACT FROM AUTHOR]

For the last 50 years, sports team samples have played a significant role in mainstream management literature. Prior research has analyzed different kinds of data, such as archival, survey-based, and interviews/observations, from a wide range of sports teams. These teams differ greatly in terms of contexts (i.e., recreational to intercollegiate to professional) and types of interdependence. We explore this body of work and focus on what is germane for the work teams literature as we examine 255 relevant articles spanning the years 1972–2021 in major management, organizational behavior (OB), human resource management (HRM), and strategy journals. Using the input-process-outcome model in our coding process, we identify the relative absence of the study of team processes. We develop a conceptual framework linking team interdependence, team processes, and the initiation and maintenance of these processes. This framework is intended to help guide future research on team processes in the context of sports team samples and enhance the generalizability of this research to the work teams domain. Additionally, we identify an agenda for future research using sports team samples for work groups/teams researchers. Overall, we intend to spur thoughtful and creative future research in the work groups/teams area using the rich field environment that sports teams present. [ABSTRACT FROM AUTHOR]

Introduction: García, Rodríguez, Diaz, and Estrada (1988, p. 70) define the work team as "a highly organized social entity oriented towards the achievement of a common task" who recognize and value their "own functional roles" (Bejarano, 2019, p. 112). For Arrea (2016, p. 97), teamwork "is not an innate quality" and must be learned by applying rules. For Guerrero, Delgado. and Sánchez (2018), researchers and companies agree on the factors that promote teamwork. For their success, organizations need to base their operation on teamwork (Rojas, Jaimes and Valencia, 2018). Beal, Bohlen and Raudabaugh (1964), Shein (1973) and Hersey and Blanchard (1986) define the maturity of a team as the level of development it is in, and it is a function of combining the competencies of its members (Guerrero et al., 2018), measured using a scale to establish the degree of maturity (Guiridkian and Cassanelli, 2010). The S-curve, model functions that grow gradually at the beginning, accelerate in the middle of the period and end slowly, describes and predicts human, animal and product population growth (Aguilar et al., 2012 y Zartha et al., 2017) Method: The present study is quantitative with a descriptive cross-sectional design, which worked with an incidental sample, made up of 32 work teams from 25 manufacturing companies in the city of Chihuahua, whose central inclusion criterion was belonging to the production department. The objective of the study was to graphically develop the development process followed by the work teams, applying the logistic growth curve, with the R(t) equation (Guerrero, 2006), using the group maturity variable (Montanari and Pilatti, 2014), along with over time, relative to the 9 factors established by the Integral and Dynamic Model, applying its measurement instrument (Guerrero, 2013), its justification arises from the fact of having a graphic representation that shows the development of team maturity as a function of the time. Results: S curve was generated using the Group Maturity calculated values, by means of simple linear regression, to determine the time values, at the levels of the maturity scale. The location coefficients were determined, b = 82 and k = 0.26, and the percentages were defined for each development phase of the Integral and Dynamic Model, and their estimated times. Discussion and conclusions: The plotted curve coincides with the curve proposed by Katzenbach and Smith (1995). Using the generated S-curve, percentages were established and limits were defined for each phase of the Integral and Dynamic Model that a work team must go through, as well as the estimated times it may take in each phase. [ABSTRACT FROM AUTHOR]

The current challenging organizational context demands that organizations adapt quickly and continuously in order to survive and maintain their competitive advantage. Considering this need, one of the responses given by companies has been the valorization of work teams and their capacity for innovation, as well as fostering positive skills and emergent states in employees, such as emotional carrying capacity and affective commitment, respectively. The aim of this research is thus to study the relationship between emotional carrying capacity and group innovation, considering affective commitment as the mediating variable. To test these relationships, an empirical cross-sectional study was conducted including 138 Portuguese work teams belonging to different sectors of activity, composed of 625 members and their respective leaders. The results were analyzed through structural equation modeling (SEM) and showed positive relationships between emotional carrying capacity and affective commitment, as well as between affective commitment and group innovation. In addition, the mediating role of affective commitment in the relationship between emotional carrying capacity and group innovation was also supported. Therefore, the results suggest that a work context in which members openly express their emotions contributes to reinforcing their affective attachment to the group, making them feel more involved and available to test and implement new ideas and procedures. The findings reinforce the benefits of promoting the expression of emotions and the development of healthy bonds between team members. [ABSTRACT FROM AUTHOR]

Purpose: The article analyses the impact of continuous improvement (system and teams) on business sustainability dimensions (social, environmental, operational, and financial) as a competitive strategy to create value for all stakeholders in emerging economy context. Design/methodology/approach: The data collected is from 120 companies of different sizes and 13 different industrial sectors such as food, energy, health, financial services, and logistics in Colombia. The design of multivariate logistic regression is to identify the critical aspects of the continuous improvement practices that significantly affect the dimensions of business sustainability. Findings: The analysis shows that from continuous improvement aspects (system and teams), employee involvement, human talent maintenance, training, and evaluation accompanied by feedback impact business sustainability. These elements impact financial and operational dimensions significantly but in the environmental and social aspects with less intensity. Research limitations/implications: Research is limited to the general sustainability analysis applying resource-based strategy in Colombia. Practical implications: Generate overall awareness of the importance of the equilibrium of sustainability dimensions in strategic planning and implementation in emerging economies. Originality/value: This work applies an empirical study to establish the impact of continuous improvement (system and teams) on each of the business sustainability dimensions (social, environmental, operational, and financial) in companies of emerging economie [ABSTRACT FROM AUTHOR]

The current challenging organizational context demands that organizations adapt quickly and continuously in order to survive and maintain their competitive advantage. Considering this need, one of the responses given by companies has been the valorization of work teams and their capacity for innovation, as well as fostering positive skills and emergent states in employees, such as emotional carrying capacity and affective commitment, respectively. The aim of this research is thus to study the relationship between emotional carrying capacity and group innovation, considering affective commitment as the mediating variable. To test these relationships, an empirical cross-sectional study was conducted including 138 Portuguese work teams belonging to different sectors of activity, composed of 625 members and their respective leaders. The results were analyzed through structural equation modeling (SEM) and showed positive relationships between emotional carrying capacity and affective commitment, as well as between affective commitment and group innovation. In addition, the mediating role of affective commitment in the relationship between emotional carrying capacity and group innovation was also supported. Therefore, the results suggest that a work context in which members openly express their emotions contributes to reinforcing their affective attachment to the group, making them feel more involved and available to test and implement new ideas and procedures. The findings reinforce the benefits of promoting the expression of emotions and the development of healthy bonds between team members.

Chinese local officials frequently employ relational repression to demobilize protesters. When popular action occurs, they investigate activists' social ties, locate individuals who might be willing to help stop the protest, assemble a work team and dispatch it to conduct thought work. Work team members are then expected to use their personal influence to persuade relatives, friends and fellow townspeople to stand down. Those who fail are subject to punishment, including suspension of salary, removal from office and prosecution. Relational repression sometimes works. When local authorities have considerable say over work team members and bonds with protesters are strong, relational repression can help demobilize protesters and halt popular action. Even if relational repression does not end a protest entirely, it can limit its length and scope by reducing tension at times of high strain and providing a channel for negotiation. Often, however, as in a 2005 environmental protest in Zhejiang, insufficiently tight ties and limited concern about consequences creates a commitment deficit, partly because thought workers recognize their ineffectiveness with many protesters and partly because they anticipate little or no punishment for failing to demobilize anyone other than a close relative. The practice and effectiveness of relational, soft repression in China casts light on how social ties can demobilize as well as mobilize contention and ways in which state and social power can be combined to serve state ends. © The China Quarterly, 2013.

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The objective of this research was to design and analyze the psychometric properties of the Inventory to Evaluate the Effectiveness of the Work Teams (IET). The following phases were carried out: development of the preliminary version of the inventory based on the IMOI model (Inputs-Mediators-Outputs-Inputs), validation of the test and analysis of its psychometric properties. The total sample consisted of 286 employees from organizations in Bogota city, 211 women (73%) aged between 22 and 66 years old (M=33.1 and SD=9.9) and 75 men between 18 and 68 years old (M=32 and SD=11.3). The final version of IET is constituted by 46 items for the measurement of three theoretical dimensions and distinguishes the following factors in each dimension: in the input dimension: leadership (7 items), teamwork (6 items) and, climate and organizational culture (5 items); in the mediators dimension: action and transition processes (6 items) and team climate (4 items) and, finally, in the group and organizational level of results (15 items), and awards and rewards (3 items). It is concluded that the IET has adequate reliability and evidence of content and construct validity. [ABSTRACT FROM AUTHOR]

The article presents a study which assessed the role of multidisciplinary teams (MDT) in improving care in geriatric medicine. Other topics include the perspective of behavioural safety science on geriatric care, the importance of prioritising non-technical skills (NTS) training like leadership, communication and team-work, and the need to establish high performing teams in geriatric care.

Implementers of outreach program in Indonesia often provide formal training for their outreach workers (OWs) only at the startup. We believe continuous training can be provided by experienced OWs at any time if an appropriate training package is available. Using a one-group pre-test–post-test study design; we developed, implemented and evaluated an OW-informed training program aimed at increasing OWs' knowledge and skills for outreaching to men who have sex with men and transgender women. We analyzed longitudinal data from 75 OWs from 7 Indonesian cities using one-way within-subjects ANOVA to examine the effects of the training program on participants' knowledge and perceived skills over time Average overall knowledge among participants increased from pre-test to immediate post-test (P < 0.001) and from pre-test to 2-month post-test (P < 0.001), especially in basic human immunodeficiency virus and sexual transmitted infections; condoms and lubricants; sexual and reproductive health and rights; sexual orientation and gender identity and expression; and stages of behavior change. Average overall perceived skills increased significantly from pre-test to 2-month post-test (P = 0.018), especially in creating innovative outreach approaches; building effective teamwork; and coordinating with healthcare providers. This training package increased knowledge and perceived skills among OWs. Thus, if consistently applied, it could help maintaining quality of the outreach program. [ABSTRACT FROM AUTHOR]

ABSTRACT Based on a developmental approach, this study intended to analyze the extent to which the different stages of group development differ regarding the use of knowledge management processes. The sample comprised 211 teams belonging to a Portuguese military organization. In order to test the hypotheses a multivariate analysis of variance was conducted. The results showed that more mature and cooperative groups (Restructuring/Realization phase) apply to a greater degree the processes of knowledge management, while groups in which there is high intragroup competition and in which members try to “gain power” among themselves (Reframing phase), apply these processes to a lesser degree.