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Despite the dynamic nature of knowledge-related activities and the availability of a variety of communication technologies, many global teams habitually use technology in the same way across activities. However, as teams move through cycles of accumulating, integrating, and implementing knowledge, the purposes for communication technologies change. Current theorizing and empirical work on team knowledge management has yet to develop a dynamic theory that incorporates these changes. By conducting a multiwave, mixed method analysis of 48 global teams, we develop a theory of how global teams sustain effectiveness through technology affordance processes. We found that effective teams are those that recognize cues indicating change is necessary and coevolve a symbiosis between new activities, new purposes for interaction, and new uses of communication technologies. This coevolution of purpose with technology use forms new affordances, which enable the team to move on to new knowledge management activities and sustain effectiveness. Our theory more realistically models the dynamics of staying connected while sharing, combining, and implementing knowledge across the globe.

An important question in the field of team research is how teams can optimize their collaboration to maximize their performance. When team members who are collaborating towards a common purpose experience flow together, the team, as a performing unit, improves its performance and delivers individual happiness to its members. From a practical point of view, it is relevant to know how team flow experiences arise within professional organizations. The aim of this study is therefore to get more insight into the how the elements of team flow emerge. We conducted interviews with team members, business leaders, and team experts, and in addition a survey with team members. The results provide confirmation of the existing research on team dynamics, flow, group and team flow and indicate that a collective ambition, professional autonomy, and open communication must be deliberately and carefully cultivated to set the stage for the other team flow prerequisites and thence for team flow to emerge.

If you work in healthcare, regardless of your role, experience or background, you are part of a team, united by a desire to provide the very best care and support not just to those using your services, but to each other. This sense of common purpose is so obvious it is often overlooked but should never be assumed. This article will explore the conditions that affect team effectiveness in contemporary healthcare systems. Twenty-first century healthcare systems are required to deliver safe, high-quality care which aims to tackle the social determinants of health through prevention, promotion, restoration and maintenance of health. Working in silos and providing episodic care is an approach no longer fit for the growing demands of ageing and complex populations. A population health approach is now required to meet the demands our health systems face. This requires an integrated, person-centred approach based on strong system leadership and professional commitment which supports interteamworking where cross-boundary and systems-working is the norm. Leading teams to work across whole systems has real benefits. Diverse, cross-functional teams have been shown to make better quality decisions, be more innovative, undertake change successfully and be better at problem-solving.1 Edmondson coined the term ‘extreme teaming’ for situations where team members 1. Work across multiple teams at once, 2. Come together for short periods such as in emergency departments where teams convene and disband constantly (teamworking on the fly) or 3. Come together from diverse backgrounds to address complex and often novel problems. This extreme teaming is as challenging as it is necessary, and leadership is vital in doing it well.2 A team can be defined as ‘two or more people interacting dynamically, interdependently and adaptively towards a common and valued goal, who have been assigned specific roles or functions to perform’.1 How team …

Today’s workforce is dependent on teams. Organizations are interested in positively influencing antecedents to team effectiveness such as team composition. While many factors have been studied thoroughly concerning team composition and effectiveness, team roles have not received comparable attention. Team roles refer to groups of generalizable, goal-directed behaviors that support team performance. Current team role assessments are reliant on surveys and peer ratings. To explore avenues that would enable comparisons between survey-based measures of team roles with benchmarks of observable behavior, we developed a behavior observation tool based on a team role taxonomy known as Team Role Experience and Orientation (TREO). We present the first iteration of this tool based on our review of team role literature, results of an inter-rater reliability assessment, and discuss its potential impact concerning future research and organizational utility. More work is needed to develop a construct-valid behavioral team role assessment.

This chapter intends to answer the question, “What are some guidelines for working effectively in virtual teams?” To further advance existing literature, the authors utilized a qualitative phenomenological approach with a randomly-sampled group of seven students who had completed master's-level education courses that were conducted in an online format at a private Midwestern University. Students were halfway through their course completion at the time of data collection. In addition, a random sample of one program administrator and four faculty members were interviewed. Specifically, students who enrolled in online Master's in Education courses are required to work in study teams to complete a certain portion of the course work. Study teams can often be difficult to navigate in person and with the added dimension that a virtual experience brings to developing trusting, successful working relationships, different working guidelines are needed. Findings revealed that managerial and social aspects of online learning and teaching were critical for online students' success.

The Community-Based Livelihood Improvement Programme (PPMK) implemented with the help of Self-Help Groups (SHG) is expected to improve the livelihoods of poor people. This study aims to analyse: 1) the effectiveness of SHG in the implementation of PPMK programmes, 2) food security of SHG member households, and 3) the relationship between the effectiveness of PPMK programme implementation and SHG member food security. The study was conducted at Margodadi Village, Metro City in October-December 2018. The research method used involved a survey with a quantitative approach with saturation sampling techniques. Respondents were 25 SHG members who were recipients of aid under the PPMK programme. A descriptive analysis method was used to answer the first and second objectives, while the non-parametric statistic of Spearman’s Rank correlations was used to answer the third objective. The results showed that: 1) SHG members were effective in implementing the PPMK programme with a rating in the “good” category, with all the overall programme objectives being achieved, helping to increase the income of SHG member households, strengthening SHG’s institutional capacity and the ability of SHG members to expand their business; 2) the food security level of the majority of SHG member households in Margodadi Village was both objectively and subjectively in high category; and 3) the effectiveness of SHG in the PPMK was significantly different from the level of household food security. Keywords: Group effectiveness, program, food security, household

Author(s): Miller, Christopher J; Sullivan, Jennifer L; Harvey, Kimberly LL; Williamson, Alicia K; Stadnick, Nicole A | Abstract: BackgroundMany previous studies of health care teamwork have taken place in clinical teams with high staffing ratios (i.e., high ratios of staff to patients).PurposeThe aim of this study was to identify clinicians' viewpoints of foundational resources necessary to support good team functioning in the context of low staffing ratios.MethodologyWe used administrative data, validated with local mental health chiefs, to identify mental health teams that had achieved high team functioning despite low staffing ratios in U.S. Department of Veterans Affairs medical centers. Guided by a recently developed model of team effectiveness, the Team Effectiveness Pyramid, we conducted qualitative interviews with 21 team members across three teams within two medical centers. Interview questions focused on the resources needed to support good team functioning despite low staffing ratios. We used directed content analysis to analyze results.ResultsWe found there were several domains of relevant resources: material, staffing, temporal, organizational, and psychological. These represent an expansion of the domains originally included in the Team Effectiveness Pyramid.ConclusionsWithin the five domains, we identified key tensions to be addressed when forming teams, including the balances between providing care for new versus established patients, emphasizing shared caseloads within the team versus matching patients to clinicians based on individual expertise, and establishing reporting structures by clinical discipline versus team membership.Practice implicationsEstablishing high-functioning health care teams in the context of low staffing ratios requires attention to key resource domains and fundamental trade-offs in how teams are structured.

Subject and purpose of work: Micro Enterprises (UMKM) have a great potential to support the economic condition, however, if it is not balanced with managerial abilities, team effectiveness is not maximised. This study investigates increasing team effectiveness through training and mentoring in making Qur’ani job designs of micro enterprises. Materials and methods: The study used a pre-posttest design of control and experimental groups. 74 total respondents were involved and divided into a control and an experimental group. Each group consisted of 37 respondents. The measuring instruments used in the study were a questionnaire developed by the researchers implementing Qur’ani Job Design, as well as the value of team effectiveness in micro enterprises. The data analysis was performed by the analysis of variance (ANOVA), which assessed the magnitude of the effect of training and mentoring team effectiveness. Results: The results indicated that training and assistance of making qurani job designs can help increase the effectiveness of a team. Conclusions: Based on the results and discussion, it can be concluded that the evaluation that was carried out shows that quranic job design can help increase the effectiveness of micro enterprises teams. Thus the hypothesis in this study was accepted.

This study has been designed to evaluate the impact of gamified recruitment on team effectiveness in the telecom sector of Pakistan. The sample of 120 respondents was designed to collect the data. This includes 30 respondents each from 4 telecom sector organizations of Pakistan. 110 responses returned complete feedback which gave the response rate of 91.66%. The results reveal that there is a positive impact of the gamified recruitment on team effectiveness at the telecom sector of Pakistan. As the model fitness is highly appreciated which is 0.850 at alpha is equals to 0.000 while beta is 92.3%. Similarly, the persuasive, economic, and informative value of gamified recruitment has been tested on virtual teams’ dimension of team effectiveness of the telecom sector of Pakistan. The model fitness was found 73% and the values found to be significant and influencing to accept the hypothesis. Moreover, similar results have also been identified after testing the persuasive, economic, and informative value of the gamified recruitment to the physical and project teams’ effectiveness at the telecom sector of Pakistan.

The present study aims to investigate the role of knowledge management that contributes towards the effectiveness of teams and also to determine the behaviors of Employee performance and person Job fit. The study provides a positive outlook on the effects of Knowledge management on Team effectiveness. The number of questionnaires distributed were 280, out of which 147 were received so the rate of response is 52.5%. Non-probability convenience sampling is employed. The tool employed for data analysis is Smart-PLS. Descriptive analysis, PLS algorithm, and bootstrapping were calculated. The results show that there is a positive association between Knowledge management and Employees’ performance (p =0.000).

Objectives In response to the observations that interprofessional education (IPE) is seemingly atheoretical or under-theorised, this quantitative research seeks to uncover students' motivational mechanisms which could explain their behavioral and collaborative outcomes using self-determination theory (SDT). While SDT has been studied in various contexts, its applicability to IPE remains underexplored. This study aims to integrate a new perspective in understanding students' motivation in IPE by exploring how the fulfillment of a need for sense of autonomy, competence, and relatedness is linked to desirable IPE outcomes. Methods Utilising quantitative methods, we involved 255 healthcare students in Hong Kong from the medical, nursing, and pharmacy disciplines enrolled in IPE anticoagulation therapy module. They were invited to respond to the Psychological Need Satisfaction Questionnaire and other measures as part of the post-test. Results Sense of autonomy emerged as the strongest positive predictor of behavioral (collective dedication, behavioral engagement) and collaboration outcomes (team effectiveness, goal achievement). There were no significant program-level differences across these outcomes except for behavioural engagement for which nursing students had a higher perception than medicine students. Conclusions We were able to demonstrate that SDT is a meaningful framework in understanding behavioral and collaboration outcomes in IPE. The major theoretical contribution of this study refers to the ability of students' motivation to explain variance in their behavioral outcomes. That is, sense of autonomy consistently predicted team effectiveness, collective dedication, behavioral engagement, and goal achievement. Autonomous motivation among a sample of healthcare students can explain behavioral outcomes. Theoretical, methodological, and practical implications are discussed.

Diverse workgroups and team management are some of the most challenging and pressing challenges organizations face in these modern times (TsuiandGutek, 1999). Companies, however, recognize the need to leverage the diversity of their employees to sustain competitive advantages in a global workplace (Offerman and Gowing, 1990; Thomas and Ely, 1996; Yaprak, 2002). Studies have generally shown that diverse teams mostly perform better, but diversity in teams can negatively affect team effectiveness. This study explored the effect of team diversity on team effectiveness. The study reviewed the literature on the concepts of diversity and team effectiveness. Data were collected via questionnaire and semistructured interviews from one hundred and sixty-four (164) professionals from the construction industry. The mixed methodology was used to collect and analyze the data. The study findings revealed that the construction industry recognizes team diversity a valid contribution to ensuring team effectiveness. Also, diversity in gender, tribe, and religion does not affect team output and the final project negatively but instead improves cohesiveness or collaboration among team members. The study recommended that there should be a well-defined conflict management policy in the construction industry that will help track grievances to resolve them early.

PurposeIn response to external conditions, organizations yearn to gain a competitive edge during unremitting change. Recognizing the importance of managing change, researchers have aggressively investigated organizational change at the macro level. This research, however, argues that an employee's ability to cope with change is a function of both micro (individual) and macro (contextual) factors.Design/methodology/approachThe survey data were collected at an organization that was undergoing a significant internal change. Correlational and structural equation modeling techniques were used for data analysis.FindingsThe results suggest that individual differences (intolerance for ambiguity) and contextual factors (LMX, TMX receipts and TMX contributions) are important factors for understanding the ability to manage organizational change effectively. Additionally, it is argued that contextual factors not only have direct effects on coping with change but indirect effects through perceptions of work group effectiveness. Our results indicate that both micro and macro factors are important for understanding the ability to cope with and manage change.Research limitations/implicationsThe research leaves open some interesting questions around the role of contextual factors in coping with change, in addition to the interaction with individual differences.Practical implicationsMost sources discuss change as focused at the organizational level. Managers will be well served to understand that the degree to which employees cope effectively with change will be partly determined by the interaction of individual differences and the organizational and team level context.Originality/valueThis research extends our understanding of the relationship between social exchange relationships and how individuals cope with change in organizations and the mechanism by which that occurs.

Globalization is a key reason why an organization outsources its activities or creates virtual teams to remain competitive in today's international market. Organizations are utilizing new technologies to become more efficient and employees frequently collaborate by using e-tools at work. Today´s workers are faced with a fast-paced work environment with frequently changing requirements and digital innovations. Keeping up with the development can be a challenge. Incorporating e-collaboration into the student learning process is, therefore, crucial to the modern learning environment as it prepares students to work in teams. This has become even more important now after the COVID-19. The pandemic has forced universities to go online at a record speed and the workforce to work from home. This study looks at the e-collaboration success, challenges, perception, and tools and delves into a quantitative study of graduate students who have been working on semester-long corporate projects in the information systems discipline.

Drawing on his experience as an organizational consultant, the author presents a new model of team analysis and development for working with organizations. He describes the field of tension within ...

PurposeServant leadership is a new follower-centric style of leadership. The purpose of this paper is to examine the impact of the project leaders’ servant leadership style on project team effectiveness via team goal clarity and team process clarity within the project-based organizational context.Design/methodology/approachA total of 58 teams working in 3 project-based organizations participated in the survey study. Team members rated their project leaders’ servant leadership style, team goal clarity and team process clarity in the project, while leaders evaluated team effectiveness. Hypotheses were tested using multi-level structural equation modeling.FindingsResults suggested that servant leadership had a positive and significant impact on project team effectiveness via team goal clarity and team process clarity.Originality/valueThe study examined the influence of servant leadership as a team leadership approach within a project context. As a multi-level design, the study also identified the team-specific mechanisms (team goal clarity and team process clarity), which could help accomplish team effectiveness.

PurposeMarine experts have recognised the importance of on-board teamwork for a ship’s safe operation. The purpose of the study is to develop a framework of “on-board team effectiveness” as perceived by the seafarers with the help of conceptual categories discovered from the study. It describes and explain how members of floating shipboard team operates in a global environment which is dynamic, complex and full of challenges.Design/methodology/approachQualitative research design was used to study wherein the grounded theory approach was adopted for data analysis. A purposive sample of 44 Indian seafarers covering all ranks and departments of the shipboard team were selected for the study. Primary data were collected through long interviews and focused group discussions with the respondents. Secondary data were collected through industry periodicals.FindingsTen conceptual categories were developed, and their interplay was identified to understand various aspects of shipboard team working in different contexts.Practical implicationsThe insights gained from the study can be used to enhance shipboard team’s working and safe operation of the ship.Originality/valueThe study is unique in addressing team effectiveness issues of shipboard teams. Understanding teamwork effectiveness of a culturally diversified shipboard team shall facilitate safe working practices and act as a deterrent to human errors, which causes accidents and incidents.

The insurance industry shows rapid development which proven by the improvement of the number of users of insurance products and high level of competition. To be able to compete in the digital era, insurance companies must be supported by marketers who have the knowledge, expertise, abilities and skills that make human capital or company assets (human capital). Human capital development program is not just a cost, but a long-term investment that can benefit the company in the long term. This study was aimed to determine, describe, and analyze the development of human capital marketers in the digital era in terms of insurance industry (Prudential Indonesia). The data analysis used was an interactive data analysis model developed by Miles & Huberman. The results of the research showed that Prudential Indonesia developed the human capital as a strategy for Prudential Indonesia to be the best and undefeated insurance industry in the digital era through continuous and up-to-date training. The development of human capital for marketers is done through the identification of human capital components, so that the marketers have product knowledge, licenses, experience, appearance, networks / connections, self-quality, independent, and creative. The other components such as motivation, support leaders, organizational atmosphere, and work group effectiveness will also influence the marketers to be able to achieve higher performance in order to compete in the digital era. Program pengembangan human capital bukan hanya sekedar biaya, melainkan investasi jangka panjang yang dapat menguntungkan perusahaan dalam jangka waktu yang lama. Penelitian ini bertujuan untuk mengetahui, mendeskripsikan, dan menganalisis pengembangan human capital tenaga pemasar di era digital dalam industri asuransi (Prudential Indonesia). Analisis data menggunakan model interaktif yang dikembangkan oleh Miles & Huberman (2009). Hasil penelitian menunjukkan bahwa pengembangan human capital menjadi strategi untuk dapat bersaing di era digital melalui pelatihan yang berkelanjutan. Pengembangan dilakukan melalui identifikasi komponen human capital, agar tenaga pemasar memiliki pengetahuan produk, lisensi, pengalaman, penampilan, jaringan/koneksi, kualitas diri, mandiri, serta kreatif. Komponen lain seperti motivasi, support leader, suasana organisasi, dan efektifitas kelompok kerja juga akan mempengaruhi tenaga pemasar untuk dapat mencapai kinerja yang lebih tinggi agar dapat bersaing di era digital.

PurposeWith the spate of growth in public and private institutions, higher education systems are also getting more complex, so the task of managing and monitoring the sector is becoming more specialized and demanding. Public higher education institutions (HEIs) operate through committees, and the effectiveness of the committees will determine whether the institutions will achieve their vision and mission. This study aims to identify the critical factors that contribute to committee effectiveness in HEIs in Ghana as well as the factors that constrain committee effectiveness in HEIs in Ghana. The present study sought to measure the contribution of trust, communication, roles, goals, relationships and mutual respect to committee effectiveness in HEIs.Design/methodology/approachIn total, 805 respondents were sampled from ten public universities in Ghana. All the respondents are part of statutory committees in their institutions. Team effectiveness survey by Azmy with Kwofie et al.’s survey for measuring effectiveness in teams was used for data collection and was analyzed using multiple linear regression analysis.FindingsThe study found that mutual trust and effective communication significantly contribute to committee effectiveness in HEIs. It also exposed that committee roles, committee goals, committee relationship and committee leadership constrained committee effectiveness in HEIs.Research limitations/implicationsThis research is limited by the fact that only six team effectiveness factors were considered for the study when many others could have been considered. It also does not measure probable moderators or mediators that might have had some effect on the influence of the factors under consideration on committee effectiveness.Practical implicationsThis study will help managers of public universities to strengthen the factors considered in the committee to build solid, creative and productive committees and universities through team-building seminars and training workshops. It provides practical knowledge of factors that promote and those that hinder team effectiveness so that appropriate preventive measures can be taken to ensure team effectiveness in all committees.Originality/valueThe study departs from research in the private sector corporate entities into a unique area of HEI governance. It should be of great value to the higher education governance discourse in Ghana and Africa.

PurposeTeamwork in the construction industry has attracted much attention from both academic and industrial circles. Most importantly, improving team effectiveness will increase the likelihood of successful project delivery. Recognising the factors influencing team dynamics is important for enhanced team performance.Design/methodology/approachBased on a detailed literature review, a survey questionnaire containing 10 aspects and 25 attributes of teamwork relevant to construction is used to collect feedback from Malaysian construction practitioners from client, consultant and contractor organisations to prioritise these hypothesised variables. The data are then subjected to reliability analysis, descriptive statistics (means, standard deviations, and frequencies), a one-sample t-test, the Kruskal–Wallis ANOVA and exploratory factor analysis.FindingsThe significance of these aspects and attributes is then presented. The three most crucial aspects are “project performance”, “decision-making capability” and “problem-solving ability”. The most influential attributes are “effective communication between project team members”, “efficient team leadership”, “well-defined team responsibilities and roles”, “clear team goals and objectives” and “good collaboration between all project leaders”. The Kruskal–Wallis ANOVA reveals five attributes having statistically significant differences with respect to company size, namely “clear team goals and objectives”, “commitment to the project”, “adequate resources”, “team or task processes” and “creativity and innovation”. Six underlying dimensions are found, comprising (1) participative engagement and task commitment; (2) team responsibility structure and accountability; (3) culture of trust and respect; (4) leader's skills and abilities; (5) top management support; and (6) synergic working environment.Practical implicationsThe identification of these dimensions for team effectiveness provides rigorous basis for formulating useful team-building strategies for integrating a collaborative environment among project stakeholders and consequently improving project performance.Originality/valueThis paper bridges the identified knowledge gap concerning the dimensionality of teamwork attributes in construction-based setting and adds to existing knowledge of how team effectiveness can be leveraged to improve project performance in the construction management literature.

Background Within construction industry, physical work exposures have long been recognized as possible determinants for musculoskeletal disorders, but less attention has been given the increasing organizational and social work hazards and stress within this industry. There is to date a lack of knowledge about how to improve organizational and social working conditions and decrease stress within the construction industry. Methods This paper outlines the design of a controlled trial to evaluate the effectiveness of a co-created organizational-level intervention with the aim to improve role clarity, quantitative demands, staffing, planning, team effectiveness, psychosocial safety climate and stress. Two regions (> 700 employees) within one large construction company in Sweden will participate as intervention and control group. Further we present the design of the process evaluation assessing fidelity, support from managers, readiness for change and contextual factors. We will utilize questionnaires, semi-structured interviews, observations and documentation as means for data collection, hence a mixed methods approach is applied. Discussion The study is expected to contribute to the understanding of how adverse organizational and social working conditions and stress can be improved within the construction industry. By applying co-creation we wish to develop an intervention and implementation strategies that fit to the context, are in line with the needs of end-users and are supported by all management levels - all of which are highlighted features in successful workplace interventions. Trial registration ISRCTN, ISRCTN16548039. Registered 12/02/20. Retrospectively registered

Managing and harmonizing intragroup relationships are critical for effective team leadership. Though previous studies have confirmed how team leaders promote positive ties in work teams, it remains unclear whether or how they can benefit the team by helping to reduce negative ties. How can team leaders simultaneously encourage positive ties and prevent negative ties to elevate team effectiveness? Drawing on social ledger theory and leader humility, we propose that humble leaders can improve team performance and viability through first influencing intragroup positive and negative tie density and thereby promoting team-helping norms. In Study 1 (70 professional work teams), we find that leader humility is associated with elevated team-helping norms and team effectiveness through lower levels of hindrance density rather than promoting friendship density. In Study 2 (50 retail teams), we replicate Study 1 but additionally control for transformational leadership. The results suggest that the positive association between leader humility and friendship density becomes insignificant after transformational leadership is considered, whereas the association between leader humility and hindrance density remains significant. This research contributes to the literature by illuminating how leadership is associated with team social networks and highlights practical implications for managing professional teams and developing team leadership. Refereed/Peer-reviewed

Objective: The aim of this study was to review literature relevant to cohesion measurement, explore developing measurement approaches, and provide theoretical and practical recommendations for optimizing cohesion measurement. Background: Cohesion is essential for team effectiveness and performance, leading researchers to focus attention on understanding how to enhance it. However, cohesion is inconsistently defined and measured, making it difficult to compare findings across studies and limiting the ability to advance science and practice. Method: We reviewed empirical research through which we uncovered specific information about cohesion’s conceptualization, measurement, and relationships with performance, culminating in a set of current trends from which we provide suggestions and possible solutions to guide future efforts and help the field converge toward greater consistency. Results: Cohesion demonstrates more significant relationships with performance when conceptualized using social and task (but not other) dimensions and when analyses are performed at the team level. Cohesion is inherently temporal, yet researchers rarely measure cohesion at multiple points during the life of a team. Finally, cohesion matters in large, dynamic collectives, complicating measurement. However, innovative and unobtrusive methodologies are being used, which we highlight. Conclusion: Practitioners and researchers are encouraged to define cohesion with task and social subdimensions and to measure with behavioral and attitudinal operationalizations. Individual and team-oriented items are recommended, though team-level analyses are most effective. Innovative/unobtrusive methods should be further researched to enable cohesion measurement longitudinally and in large, dynamic collectives. Application: By applying our findings and conclusions, researchers and practitioners will be more likely to find consistent, reliable, and significant cohesion-to-performance relationships.

In addition to drawing upon content experts, librarians, archivists, developers, programmers, managers, and others, many emerging digital projects also pull in disciplinary expertise from areas that do not typically work in team environments. To be effective, these teams must find processes-some of which are counter to natural individually oriented work habits-which support the larger goals and group-oriented work of these digital projects. This article will explore the similarities and differences in approaches within and between members of the Digital Libraries (DL) and Digital Humanities (DH) communities by formally documenting the nature of collaboration in these teams. While there are many similarities in approaches between DL and DH project teams, some interesting differences exist and may influence the effectiveness of a digital project team with membership that draws from these two communities. Conclusions are focused on supporting strong team processes with recommendations for documentation, communication, training, and the development of team skills and perspectives.

Research on organizational teamwork is increasingly highlighting the patterned nature of the relational processes (e.g., communication, backup behavior) and psychological states (e.g., trust, shared cognition) that underlie team effectiveness. However, studies of teams often rely on methodologies that do not explicitly assess the underlying patterns of relational processes and states. Social network approaches offer an appealing alternative to the typical methodologies used in team research given that network approaches provide both the theory and methodology necessary to conceptualize and investigate patterns of interactions among group members. Despite the advantages of social network approaches, many team researchers are unfamiliar with the network paradigm and its associated methodologies. The purpose of this chapter is to clarify how networks can be leveraged to answer key research questions related to the study of team functioning and effectiveness. We begin by discussing the evolution and eventual convergence of team research and network approaches. Then, we examine the current state of the literature at the intersection of teams and networks in order to identify key takeaways and remaining questions. We conclude by highlighting opportunities for the future of team network science.

The article considers coaching and facilitation as tools for improvement of the group effectiveness in project team management. Content analysis of the «coaching» and «facilitation» definitions was presented. The aim of the study is revelation of the effectiveness of coaching in cooperation coordination and project team management. For that reason the author considers coaching as an effective tool for organization of team cooperation, making it possible to reveal and implement the potential of each member of the project and achieve synergetic effect for attaining objectives of the project. The article presents types of coaching, as well as advantages and disadvantages of coaching. Agile coaching was considered as the most effective tool for organization of team cooperation and project team management in implementing project activities on the basis of the flexible project management methodology. The article considers facilitation as the technology which improves team effectiveness, involvement and interest of the participants, as well as it unlocks their potential. Stages and methods of facilitation were presented. Advantages and disadvantages of facilitation were considered.

Due to the competitive and rapidly changing nature of the external business environment, university students must acquire the ability to cooperate, share knowledge, and enhance team effectiveness and learning in the workplaces of the future. Consequently, the design of business courses in higher education merits further discussion. Based on the notions of team-based learning and flipped classrooms, we proposed a business course model that consisted of three main phases: before-class, in-class, and after-class online course activities. After implementing the course models in two business courses at two public universities in Taiwan, a survey based on social learning and social exchange theories was distributed. The data collected from 218 undergraduate business students were analysed. The findings reveal that value in team members’ contributions is positively associated with team trust and each has a significant impact on knowledge sharing and team effectiveness. Knowledge sharing played a key role in this learning context and was a significant mediator between perceptions of value in team members’ contributions and team effectiveness, as well as between team trust and team effectiveness. In addition, team effectiveness was a benefit to individual learning in these classes.

Purpose The purpose of this paper is to explore the effect of “multiplex” (multiple overlapping) networks and leadership on group performance in a higher education setting. Design/methodology/approach Using a combination of social network analysis and interviews, the authors employ a case study approach to map the connections between academic group members. This paper analyses the relationship between this mapping and academic performance. Findings The authors identified two dimensions which influence group effectiveness: multiplex networks and distributed–coordinated leadership. Where networks are built across tasks, inter-relationships develop that lead to greater group performance. Practical implications Where group members create a dense hive of interconnectivity and are active across all group tasks, and also informally, this increases the opportunity for knowledge sharing. When this is similarly experienced by a majority of group members, there is positive reinforcement, resulting in greater group effectiveness. Originality/value This paper highlights the importance of the richness of formal ties in knowledge-intensive settings. This paper is the first to differentiate between formal connections between colleagues related to different tasks within their role. This suggests that dense configurations of informal ties are insufficient; they must be coupled with strong ties around formal activity and demonstrative leadership.

BackgroundLittle is known about how team processes impact providers’ abilities to prepare patients for a safe hospital discharge. Teamwork Shared Mental Models (teamwork-SMMs) are the teams’ organised understanding of individual member’s roles, interactions and behaviours needed to perform a task like hospital discharge. Teamwork-SMMs are linked to team effectiveness in other fields, but have not been readily investigated in healthcare. This study examines teamwork-SMMs to understand how interprofessional teams coordinate care when discharging patients.MethodsThis mixed methods study examined teamwork-SMMs of inpatient interprofessional discharge teams at a single hospital. For each discharge event, we collected data from the patient and their discharge team (nurse, physician and coordinator) using interviews and questionnaires. We quantitatively determined the discharge teams’ teamwork-SMM components of quality and convergence using the Shared Mental Model Scale, and then explored their relationships to patient-reported preparation for posthospital care. We used qualitative thematic analysis of narrative cases to examine the contextual differences of discharge teams with higher versus lower teamwork-SMMs.ResultsThe sample included a total of 106 structured patient interviews, 192 provider day-of-discharge questionnaires and 430 observation hours to examine 64 discharge events. We found that inpatient teams with better teamwork-SMMs (ie, higher perceptions of teamwork quality or greater convergence) were more effective at preparing patients for post-hospital care. Additionally, teams with high and low teamwork-SMMs had different experiences with team cohesion, communication openness and alignment on the patient situation.ConclusionsExamining the quality and agreement of teamwork-SMMs among teams provides a better understanding of how teams coordinate care and may facilitate the development of specific team-based interventions to improve patient care at hospital discharge.

Purpose The purpose of this paper is to further explore the relationship between new product development project teams and their workspace regarding the impact of the physical (space variety, indoor environmental quality, large meeting room, workstation) and sociotechnical environments (project commitment, IT environment) on their creativity and effectiveness. Design/methodology/approach The authors gathered data on an enterprise’s ten multidisciplinary teams operating in diverse workspaces by four means: over 40 interviews and four months of observation, secondary data and a survey with 645 responses. Findings For teams co-located on site and abroad, employees express that proximity in open space is paramount even considering the augmented density. The relationship between team effectiveness and team creativity is strong and bidirectional (correlationβ = 0.40****), but the patterns of relationship between these two variables and certain dimensions of the physical and sociotechnical environment are different. There is a positive and direct impact on team effectiveness, but to a lesser degree on creativity which, in turn, positively influences team effectiveness. Moreover, creativity intervenes (mediator variable) between project commitment, satisfaction with large meeting rooms and the IT environment on their relationship with team effectiveness. When the authors added a direct link between the variables and team effectiveness, the model explains 47.1 per cent of the variance. Research limitations/implications The scope of the data is somewhat limited by the time that the company and its teams could allocate to this paper. Practical implications The arrangement of space reinforces employees’ sense of belonging to their team as measured by project commitment which along with satisfaction with the large meeting rooms and IT environment influence both team effectiveness and creativity. Managers could consider these three elements as levers for action. Space variety (or balanced layout) is also a way to support team creativity. Originality/value Even if open spaces are frequently used, the literature on creative spaces is dedicated mainly to an individual. This paper delivers some results and evidence on the concrete and simultaneous impacts of the workspaces on creativity and effectiveness of multidisciplinary new product development (NPD) team.

Artificial intelligence (AI) is emerging as a potential growth area for facilitating the improvement and development of teams in the workplace. AI, as used in the team context, is currently underdeveloped and limited, thus reducing the wide-scale adoption and implementation of AI to improve team effectiveness. The use of AI to provide team diagnostics and improvements represents a significant shift in the approach organizations currently use to facilitate and strengthen effective teamwork. We describe the challenges involved in developing team effectiveness in organizations and the potential application of AI to improve teamwork. Further, we report on our experiences using AI in business school student project teams, the important advantages and disadvantages that emerged from this, and insights for future consideration when adopting and implementing AI in the workplace. Based on our use of AI and our experience training high-performing teams, we propose a multistep process for analyzing and improving teams in organizations.

This study investigates whether task interdependence in teams alters the effectiveness of managerial discretion in motivating team performance. Teams are particularly useful when employees' tasks are interdependent—that is, when the degree to which the increase in team performance resulting from a team member's effort depends on the effort and skills of the other team members. The reason is that the more interdependent tasks are, the more employees need to coordinate their actions and help one another to achieve their objectives. Prior research analyzing settings where task interdependence is absent suggests that providing managers with discretion over team bonus allocation can improve team performance relative to equal team bonus allocations because it strengthens the link between contributions to team output and rewards. Economic theory suggests that managerial discretion will also improve team performance when task interdependence is present and information is efficiently used. However, we use behavioral theory to predict that managerial discretion is less effective in the presence of task interdependence, because managers do not fully incorporate all relevant information into bonus decisions and because managerial discretion hurts coordination and helping, which is particularly problematic under task interdependence. We find that while discretion over compensation has a positive effect on team performance relative to equal bonus allocation when task interdependence is absent, it has a negative effect when task interdependence is present. Additional analyses provide support for our underlying theory. Results of our study contribute to both theory and practice by suggesting that, ironically, managerial discretion may be most useful when the potential benefits of employing teams are lowest and least useful when the potential benefits are highest. Our results help explain why firms often grant managers only partial or no discretion over team members' compensation.

Background The architectural design of a neonatal intensive care unit may affect the quality of the work environment for nurses, yet few studies have been conducted using reliable and valid measures. Recent studies have suggested some drawbacks of single-family rooms (SFRs) for both infants and parents. Research is needed to explore nurses' work environment in units combining pods and SFRs. Purpose To compare neonatal intensive care unit nurses' work stress, satisfaction, obstacles, support, team effectiveness, ability to provide family-centered care, and satisfaction with noise, light, and sightlines in an open ward with a new unit of pods and SFRs. Methods A pre-post occupancy study was conducted in a level 3 unit before and after transitioning to a new unit of 6-bed pods and SFRs. Results There were no significant differences in nurse stress, satisfaction, support from colleagues, perceptions of team effectiveness, and ability to provide family-centered care between the open ward and the pod/SFR unit. Organizational obstacles, such as difficulties obtaining information from colleagues, were significantly lower in the pod/SFR. In contrast, environmental and technology obstacles were greater in the new pod/SFR unit. Implications for practice Some specific aspects of the pod/SFR unit are optimal for neonatal intensive care unit nurses, while other aspects of the open ward are perceived more favorably. Implications for research Studies are needed to examine the isolation the nurses may experience in SFR units, as well as strategies to reduce isolation.

Business schools face the dual challenge of keeping students highly engaged in courses with exceptionally broad scope, like the introduction to marketing principles, while simultaneously instructing them in the increasingly specific and technical skills that are demanded by employers. In this article, the authors describe the use of an interest-inventory survey for MBA students that allows instructors to measure students’ interest in the subareas of marketing, while communicating the range of career options available in the marketing discipline. The effectiveness of using the interest-inventory survey for team formation is demonstrated through empirical data gathered through an experimental methodology. The article details how this measurement of student interests is constructed, administered at the beginning of the term, reported and discussed, and then used throughout the term in team formation, exercises, assignments, and project work to simulate the multidisciplinary group structures most students will encounter in their careers. The article also reveals how the multidisciplinary team approach created using the survey provides the means to manage tactical challenges presented by student teams, like allocating project work within teams, and grading team outcomes transparently and equitably. Data reveal that use of this pedagogical approach for group formation increases the effectiveness of student teams.

Interprofessional teamwork in health-care settings is considered a valuable means of enhancing patient management. Literature has highlighted the importance of trust in building effective health-care teams. The present study aimed to investigate and further understand the perceptions of health-care professionals regarding trust and performance within their working team, as well as to assess the association between them and team performance. "TRUST" questionnaire, a valid instrument for measuring the relationship of trust and team performance was distributed to the members of the perioperative teams located in two different hospitals (a University and a General Hospital) in Greece. Two multivariate linear regression models were developed to reveal the significant predictors of high performance per hospital. Among the major findings revealed were 1) trust and performance were closely related 2) slight yet significant variations were observed between the University and the General Hospital and 3) trust level, years of previous experience and number of team members were among the key predictors of effective team performance. This study conveys new knowledge on trust and performance within health-care settings with limited resources and is expected to guide future interventions aiming to enhance team performance.

Aims and objectives To understand the interprofessional and intraprofessional communication patterns of overseas qualified nurses as they coordinate care for patients in Australian hospitals. Background Numerous studies have informed the transitioning experiences of overseas qualified nurses with non-English-speaking backgrounds working in English-speaking workplaces. Only a few observational studies have involved examining the intercultural communication experiences of overseas qualified nurses, and none have considered their intra- and interprofessional communication patterns. Design A qualitative design was adopted, using participant observation and discourse analysis. Methods This study was from January 2017 to March 2017. Thirteen overseas qualified nurses working in acute, subacute and interventional cardiology settings in a Melbourne metropolitan hospital were shadowed over a period of 12 weeks to collect data that inform their communication patterns. The COREQ checklist was used. Results This observational study informed by genre analysis revealed that intra- and interprofessional communication occurred more commonly under the clinical communication goals of coordinating care and less commonly under facilitating intervention. Communication strategies ranged from structured interactions with use of communication tools to unstructured ad hoc interactions. Analysis of the discourse patterns demonstrated that effectiveness of interactions was affected by hesitancy, lack of assertion and few strategies to manage inadequate or aggressive communication by other team members. Poor clinical communication with peers was not always caused by the nurses from non-English-speaking backgrounds. Positive interpersonal interactions with laughter, language-switching and small talk were evident in interactions with nurses from similar cultural backgrounds but were rare with local colleagues. Conclusion The linguistic evidence from this study shows variations in communication competency between participants, which emphasises the importance of not viewing overseas qualified nurses' communication training needs as homogenous. With the growing multicultural nature of healthcare teams, this study underscores the need for intercultural communication training for team integration and patient safety. Relevance to clinical practice Continuous professional development should incorporate intercultural communication training to ensure team effectiveness within nursing teams as well as interprofessional teams.

Purpose Non-traditional procurement is thought to offer enhanced benefits over traditional contracts. However, several factors significantly impacting the optimization of the benefits have been suggested. Even though effective communication is ranked high among these factors, not enough empirical insights have been given to the nature of communication performance in non-traditional procurements in construction project delivery. The purpose of this paper is to focus on understanding the taxonomy of communication performance in non-traditional procurements in the South African Construction Industry, given the centrality of communication to team effectiveness, performance, project success and managerial efficiency. Design/methodology/approach Adopting a deductive research approach, an empirical questionnaire survey was conducted drawing on the practical communication experience of project teams engaged in projects using non-traditional procurement systems. Findings Using aggregated mean scores and inter-rater agreement index and Mann‒Whitney tests, the results revealed inaccuracies, barriers and procedural challenges as frequently occurring in the interpersonal and organizational communication in the adopted non-traditional procurement systems. Additionally, untimeliness and distorted information were noted to be occurring occasionally, whereas incomplete communication, misunderstood information and gatekeeping rarely occurred. Lastly, protocol-related communication challenges were deemed to have never occurred in their interpersonal and organizational communication in their project delivery. In the assessment of communication performance, the less frequently occurring assessment indicator is a testament to good communication performance, whereas the frequently occurring indicator represents a poor performance in the communication. Originality/value This systematic approach toward understanding the taxonomy of the interpersonal and organizational communication performance in non-traditional procurement is very significant toward communication performance improvement in the industry. The insight given by the findings may help construction project practitioners to focus their attention on the necessary aspects of communication in non-traditional procurements to optimize their benefits over traditional procurement models.

Purpose The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation. Design/methodology/approach Based on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes. Findings This research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation). Originality/value The proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.

Environmental decisions are often deferred to groups of experts, committees, or panels to develop climate policy, plan protected areas, or negotiate trade-offs for biodiversity conservation. There is, however, surprisingly little empirical research on the performance of group decision making related to the environment. We examined examples from a range of different disciplines, demonstrating the emergence of collective intelligence (CI) in the elicitation of quantitative estimates, crowdsourcing applications, and small-group problem solving. We explored the extent to which similar tools are used in environmental decision making. This revealed important gaps (e.g., a lack of integration of fundamental research in decision-making practice, absence of systematic evaluation frameworks) that obstruct mainstreaming of CI. By making judicious use of interdisciplinary learning opportunities, CI can be harnessed effectively to improve decision making in conservation and environmental management. To elicit reliable quantitative estimates an understanding of cognitive psychology and to optimize crowdsourcing artificial intelligence tools may need to be incorporated. The business literature offers insights into the importance of soft skills and diversity in team effectiveness. Environmental problems set a challenging and rich testing ground for collective-intelligence tools and frameworks. We argue this creates an opportunity for significant advancement in decision-making research and practice.Potencial No Explotado de la Inteligencia Colectiva en la Toma de Decisiones Ambientales y de Conservación Resumen Las decisiones ambientales comúnmente se difieren a grupos de expertos, comités, o paneles para desarrollar la política climática, planear las áreas protegidas o negociar compensaciones por la conservación de la biodiversidad. Aun así, sorprendentemente, existen pocas investigaciones empíricas sobre el desempeño de la toma grupal de decisiones en relación con el ambiente. Examinamos los ejemplos de una gama de disciplinas diferentes, demostrando el surgimiento de la inteligencia colectiva en la obtención de estimaciones cuantitativas, las aplicaciones de la colaboración masiva y la resolución de problemas en grupos pequeños. Exploramos el alcance que tienen las herramientas similares que se usan en la toma de decisiones ambientales. Esto último reveló vacíos importantes (p. ej.: la falta de integración de investigaciones fundamentales en la práctica de la toma de decisiones, la ausencia de marcos de trabajo de evaluación sistemática) que obstruyen la popularización de la inteligencia colectiva. Si hacemos un uso juicioso de las oportunidades de aprendizaje interdisciplinario, la inteligencia colectiva puede aprovecharse efectivamente para mejorar la toma de decisiones en el manejo ambiental y de conservación. La incorporación de un entendimiento de la psicología cognitiva y la optimización de las herramientas de IA para la colaboración masiva pueden ser necesarias para obtener estimados cuantitativos confiables. La literatura de los negocios ofrece conocimientos sobre la importancia de las habilidades blandas y la diversidad en la efectividad del equipo. Los problemas ambientales plantean un campo de pruebas rico y desafiante para las herramientas y los marcos de trabajo de inteligencia colectiva. Argumentamos que esto crea una oportunidad para el avance significativo en la investigación y la práctica de la toma de decisiones.在环境决策中, 通常由专家组、委员会或专门小组来制定气候政策、进行保护区规划或商讨生物多样性保护的利弊权衡。但令人惊讶的是, 很少有实证研究评估与环境相关的群体决策的成效。本研究利用不同学科的案例, 展示了在定量评估、众包应用和小群体问题解决等方面涌现的集体智慧。我们还分析了类似的工具在环境决策中的应用情况。研究结果揭示了一些阻碍集体智慧主流化的一些重要缺口, 如决策实践中缺乏基础研究的整合, 缺少系统的评价框架。而善用跨学科的学习机会, 则可以更有效地利用集体智慧来改善保护和环境管理方面的决策。为了获得可靠的定量评估, 可能需要结合对认知心理学的理解和对众包人工智能工具的优化。另外, 商业文献也有助于更好地了解软技能和多样的团队效能的重要性。环境问题为集体智慧的工具和框架提供了一个极具挑战又丰富多样的试验场, 这也为决策研究和实践取得重大进展创造了机会。【翻译: 胡怡思; 审校: 聂永刚】.

Tourism has become a driving factor for the economy in various countries in the world. Regions that become tourist destinations have a great chance of growing supporting facilities such as the provision of accommodation, restaurants and transportation services. Bali has long been an attraction for both local and foreign tourists to visit. A large number of tourists visiting Bali has added opportunities for the tourism industry in providing accommodation services and facilities for tourists. This research was conducted to find out that transformational leadership mediates on the influence of emotional intelligence and communication on the effectiveness of the teamwork. The results show that emotional intelligence has a positive and significant effect on transformational leadership. Communication has a positive and significant effect on transformational leadership. Emotional intelligence has a positive and significant effect on team effectiveness. Communication has a positive and significant effect on team effectiveness. Transformational leadership has a positive and significant effect on team effectiveness. Transformational leadership is able to mediate the influence of emotional intelligence on team effectiveness. Transformational. Transformational leadership is able to mediate the influence of communication on team effectiveness.

Global teams may help to integrate across locations, and yet, with formalized rules and procedures, responsiveness to those locations’ effectiveness, and the team members’ experiences of work as meaningful may suffer. We employ a mixed-methods approach to understand how the level and content of formalization can be managed to resolve these tensions in multinationals. In a sample of global teams from a large mining and resources organization operating across 44 countries, interviews, observations, and a quantitative 2-wave survey revealed a great deal of variability between teams in how formalization processes were enacted. Only those formalization processes that promoted knowledge sharing were instrumental in improving team effectiveness. Implementing rules and procedures in the set-up of the teams and projects, rather than during interactions, and utilizing protocols to help establish the global team as a source of identity increased this knowledge sharing. Finally, we found members’ personal need for structure moderated the effect of team formalization on how meaningful individuals found their work within the team. These findings have significant implications for theory and practice in multinational organizations.

Purpose The purpose of this paper is to investigate if team personality composition has any effect on group work performance of undergraduate students in China. Design/methodology/approach Using a questionnaire based on the Big-Five framework to collect data on personality traits, this study investigated whether in the Chinese education setting overall effectiveness of university students working in groups was related to the different personalities of the group members. Students of two undergraduate business programs jointly run by an Australian university and a Chinese university in Shanghai participated in the research. Findings The findings reveal that aggregated personality traits have no effect on team effectiveness but homogeneity in emotional stability among group members does have a positive impact on group performance. Based on a comprehensive review of studies concerning the Chinese education approach, it is believed that the outcome of this study may reflect to a certain extent the influence of traditional learning method on how university students interact with team members in group work hence affecting group performance. Research limitations/implications This study has surveyed 166 undergraduate students on their personality traits and performance in group work. A larger sample size can help improve the generalizability of the findings. Practical implications The findings of this study shed light on how group work can be used more effectively in learning through proper assessment task design and guidance from the facilitator. Social implications The outcome of this research also provides insight on how group work in higher education can better prepare students for the Chinese workforce. Originality/value While studies on relationship between personality mix and team effectiveness in business setting are plenty, there is relatively little research on how team personality composition can impact on group performance in education especially in Asian countries. This study is one of the first attempts to supplement the inadequacy in this regard.

BackgroundTeam training interventions to improve team effectiveness within healthcare are widely used. However, in-depth knowledge of how healthcare professionals experience such team training curricula and their implementation processes, as well as how contextual factors impact implementation, is currently missing. The aim of this study is therefore to describe healthcare professionals’ experiences with the implementation of a longitudinal interprofessional team training program in a surgical ward.MethodsA descriptive design was applied based on qualitative semi-structured focus group interviews with 11 healthcare professionals. A convenience sample of physicians (n = 4), registered nurses (n = 4), and certified nursing assistants (n = 3) was divided into three professionally based focus groups, which were interviewed at three time intervals over a period of 1 year.InterventionThe validated and evidence-based team training program Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) was implemented in a surgical ward at a hospital between January 2016 and June 2017. The team training program included three phases: 1) assessment and planning, 2) training and implementation, and 3) sustainment.ResultsHealthcare professionals’ experiences with the content of the team training program varied from valuing the different elements of it to seeing the challenges in implementing the elements in clinical practice. A one-day training course was found to be especially beneficial for interprofessional collaboration at the ward. Over time, the nursing staff seemed to maintain their motivation for the implementation of the tools and strategies, while the physicians became less actively involved. Contextual ward factors influenced the adoption and utilization of the tools and strategies of the program both positively and negatively. The healthcare professionals’ experienced the implementation of the team training program as positive for the patient safety culture at the ward in the forms of increased awareness of teamwork and open communication.ConclusionsThe study suggests that the implementation of a team training program in a surgical ward is dependent on a set of factors related to content, process, context, and impact. Knowledge on how and why a team training program work supports the transferability to clinical practice in further planning of team training measures.Trial registrationThe study is part of a larger research project with a study protocol that was registered retrospectively on 05.30.17, with the trial registration numberISRCTN13997367.

Objectives To demonstrate how the team mental model concept can broaden our understanding of team effectiveness in health care by exploring the knowledge that underpins it, and the workplace conditions that sustain it in a metropolitan emergency department (ED) in Sydney, Australia. Methods This study draws on accounts of 19 ED clinicians (registered nurses, doctors and nurse practitioners) of their teamwork practice and perceptions of their team’s effectiveness through semi-structured interviews. Analysis was conducted in two stages. A thematic analysis was followed by a template analysis using the a priori themes of task, team, team process and goal knowledge to specify the content of the team’s mental model. Results The content of the ED team’s mental model revealed that the knowledge the team employed to coordinate their work was deeply embedded in the team’s tasks and the workplace context. Team effectiveness not only relied on how well team members coordinate, but also their ability to perform their own role effectively and efficiently. Three workplace conditions were identified as enablers to individuals acquiring the knowledge needed to work effectively in the team: stability in team membership; workplace experience; and the spatial-temporal conditions of emergency work where permanent emergency doctors and nurses executed their tasks concurrently, regularly interacted and shared a common goal. Conclusions Getting health care teams ‘on the same page’ is a long-standing challenge. This study suggests that solutions may lay in the organisation of health care work, creating team stability and opportunities for team members to interact that allows a team mental model to emerge.

The pandemic-induced financial crisis forces modern Russian enterprises to look for ways to maximise their efficiency while keeping financial investment to a minimum. A potential avenue is to attain a high level of innovation feasibility due to efficient human resource management, in particular through the optimal distribution of employees between projects. The research aims to investigate the possibilities and limitations of contemporary mechanisms for building effective teams and develop a model for staffing innovation activities at enterprises. The methodological basis of the research includes the theory of team effectiveness and team intelligence, conceptual understandings of team formation modelling. In terms of the methods, the study uses in-depth interviews, projective techniques, modified semantic and personal differential, economic statistical modelling, qualification testing, Markowitz portfolio analysis, and digital methods for addressing the issues of optimisation. The authors propose a three-level model for staffing innovation activities, which allows determining and adjusting the composition of teams quickly in line with the company goals and for specific projects. Testing of the model at the case of an enterprise in Chelyabinsk oblast demonstrated its efficiency and practical value. The adoption of the model promotes income growth, diminishes risks of innovation activities, and shortens the payback period of projects, which is especially important for innovative products, where the time to market often plays a decisive role.

Introduction: In response to a call issued by the National Research Council to investigate the knowledge, skills, and attitudes of effective science teams, we designed a team training program for conducting science in collaborative contexts. Methods: We reviewed the literature to develop an evidence-based competency model for effective science teams along with exemplary behaviors that can be used for founding team training and evaluation. We discuss the progress of teamwork and team development research that serves as a foundation for this work, as well as previous research involving team-based competencies. Results: Three overarching competencies emerged from the literature as key for science team effectiveness: psychological safety, awareness and exchange, and self-correction and adaptation. These competencies are fully described, including their evidence base. Conclusions: We developed a competency model and implementation plan for a team training program specific to science teams – TeamMAPPS (Team Methods to Advance Processes and Performance in Science). This paper details steps in the implementation process, including plans for consortia dissemination, evaluation, and future development.

The research aims to analyze descriptively the role of leadership, the effectiveness of farmer groups, group internal factors, and group external factors, and analyze the relationship between leadership roles, group internal factors, and group external factors with the effectiveness of farmer groups. The study was conducted in Garut Regency, West Java from June to November 2019. The study population was farmers who were members of farmer groups in the study area. The sample of 80 people was selected using a proportional random sampling technique. The research instrument has fulfilled the validity and reliability test. The research variables consist of farmer’s characteristics, external factors, the leadership of chairman, and group effectiveness. Farmer’s characteristics consist of education, land area, business experience, membership period, cosmopolitan behavior and motivation. Data analysis techniques used descriptive statistical analysis and Rank Spearman’s correlation test. The results of the study of the relationship between the leadership of the chairman with the effectiveness of farmer groups can be concluded that the majority of farmers (45.50%) are of medium age and between 35 years and 54 years. The formal education of farmers is mostly (48.75%) of junior high school graduates. The majority of land managed by farmers (40%) is narrow and less than 0.30 hectares. Most group members (53.75%) have business experience between 10 years and 25 years. Most group members (48.75%) have been members for more than 8 years. Cosmopolitan attitudes and motivations of the majority of farmers in the medium category. External factors of group members, leadership roles, and group effectiveness are in the medium category. The development of group effectiveness can be done through strengthening the chairman’s leadership, business experience, cosmopolitan behavior, motivation, and external factors of the group.

International audience; Groups are pervasive in healthcare institutions and take on a variety of shapes. This paper uses a typology that allows us to understand the distinctive characteristics of team operations, based on interdependence and interactive dimensions. It looks at factors that influence team effectiveness in organizational settings. We review different frameworks that shed light in explaining the conditions that lead to group effectiveness. From the classical input-process-output (IPO) model to the input-mediator-output-input (IMOI) model of team effectiveness; the taxonomy of team process and emergent estates, as well as the teams understood as complex adaptive systems and also studied from the multiteam system perspective. We also report the need for more robust research designs to contribute to the field’s further advancement. There is consensus among scholars demanding further conceptual frameworks, as well as powerful research designs that capture process-oriented theory and research on team effectiveness. Some future directions and recommendations are suggested.