Team Behavior Research Articles

The antecedent, moderator and consequence of humor behaviors in entrepreneurial teams

The antecedent, moderator and consequence of humor behaviors in entrepreneurial teams

Do generational diversity and perceived similarity improve team functioning in rural Chinese hospitals? A cross-sectional survey study

ObjectivesGenerational diversity, increasingly prominent in the composition of the healthcare workforce in rapidly developing countries, has received much attention in practice and research recently. While research has revealed various positive...

A Framework for Simultaneous Task Allocation and Planning under Uncertainty

We present novel techniques for simultaneous task allocation and planning in multi-robot systems operating under uncertainty. By performing task allocation and planning simultaneously, allocations are informed by individual robot behaviour, creating more efficient team behaviour. We go beyond existing work by planning for task reallocation across the team given a model of partial task satisfaction under potential robot failures and uncertain action outcomes. We model the problem using Markov decision processes, with tasks encoded in co-safe linear temporal logic, and optimise for the expected number of tasks completed by the team. To avoid the inherent complexity of joint models, we propose an alternative model that simultaneously considers task allocation and planning, but in a sequential fashion. We then build a joint policy from the sequential policy obtained from our model, thus allowing for concurrent policy execution. Furthermore, to enable adaptation in the case of robot failures, we consider replanning from failure states and propose an approach to preemptively replan in an anytime fashion, replanning for more probable failure states first. Our method also allows us to quantify the performance of the team by providing an analysis of properties, such as the expected number of completed tasks under concurrent policy execution. We implement and extensively evaluate our approach on a range of scenarios. We compare its performance to a state-of-the-art baseline in decoupled task allocation and planning: sequential single-item auctions. Our approach outperforms the baseline in terms of computation time and the number of times replanning is required on robot failure.

Power and Status Inconsistency and Conflict in Teams

Power and status, two forms of social hierarchy, are fundamental feature of social relations, and they have two functions that are especially important for teams that lack formal hierarchy: 1) to establish order and coordination, and 2) to motivate employees to strive for promotion. Hierarchy provides clear social governance in groups by allowing leaders to assign tasks or allocate resources, and it provides incentives for individuals to climb the organizational ladder to obtain greater compensation and comfort. Individuals with high power and/or high status are more likely to perform leadership behaviors in teams. However, they may also cause conflict by activating threat and distrust when other team members perceive that aspirants’ leadership behaviors are misaligned with their power and/or status. This misalignment can be complex because social hierarchy has multiple forms such as status and power and multiple levels such as team and organizational levels. The current study investigates (1) how the inconsistency between power and status of a team member affect conflict with other team members and (2) how team member’s needs for power and needs for status moderate the power-status inconsistency and conflict relationship. Data was collected from a sample of MBA student teams at a large mid-western university in the United States. In the results the study found no evidence of the power-status inconsistency and conflict relationship, yet found the moderating effect of needs for power on that relationship.

Team behaviour in interprofessional collaboration during trauma alerts: A critical incident study from the perspective of radiographers.

Challenges in mutual awareness in interprofessional collaboration (IPC) along with relational and cultural barriers among professionals disrupt flow and delay decision-making in trauma care. Thus, this study explores team behaviours within IPC in trauma teams during trauma alerts from the perspective of radiographers. A qualitative approach was used with a critical incident technique (CIT) design applying interviews with radiographers within three hospitals in Sweden from May 2022 to May 2023. CIT analysis was conducted with an abductive approach, applying an IPC core competency framework. The results present collaborative requirements in trauma care from radiographers' perspective narrating a distribution of team behaviours within trauma team collaboration and fundamental skills in IPC. Behaviours within interprofessional values and ethics were the most reported incidents related to valuing radiographers' contributions to IPC in acute trauma care. Exploring behaviour through critical incidents associated with core competencies of IPC highlights the importance of interprofessional values as a foundation for successful IPC in the trauma team. The results show deficiencies in inclusive behaviour, influenced by the hierarchical environment of IPC. Power imbalances in this setting are traced to differences in perceived value and shared understanding among team members, possibly rooted in professional identity and culture. A dedicated leader is argued, as the recognition of radiographers' scope of practice in trauma imaging, emphasising the significance of shared decision-making. The findings highlight organisational and relational coordination challenges for optimising competencies in IPC. IPC's success requires reinforcing values and ethics by empowering members' contributions and shared decision-making. This involves clarifying and recognising responsibilities, particularly for radiographers, ensuring their role in trauma imaging is respected and integrated into decision-making.

Implementing and Evaluating a Pilot Interprofessional Training Program to Engage Health Care Teams in Cost of Care Conversations.

This study evaluated the impact of Financial and Insurance Navigation Assistance-Training - a pilot interprofessional training program to facilitate cost of care (CoC) conversations and address health-harming social determinants of health in a pediatric hematology-oncology clinic. A pre-post study design was used to evaluate the impact of Financial and Insurance Navigation Assistance-Training on an interprofessional health care team's (clinicians, social workers, financial navigator, and legal advocates) knowledge, attitudes, and behaviors related to CoC conversations and screening, referring, and collaborating with interprofessional team members. Data were collected via surveys administered at baseline/pretraining, immediate post-training, and 12-month post-training. Most health care team members (n= 21) reported improvement in their knowledge of available financial (66.7%) and legal resources (86.7%) and ability to address social needs (93.3%), financial needs (93.3%), and facilitate CoC conversations with patients and caregivers (66.7%). Improvements in attitudes and behaviors toward engaging in CoC conversations, screenings, and referrals were relatively improved as a result of the training. However, there was a lower positive rate for actual behaviors around routine screening and initiating discussions on out-of-pocket costs, suggesting a need to address barriers. Study findings highlight the importance of interprofessional education in helping health care teams address social determinants of health through effective CoC conversations.

An Exploratory Study of Contextual Control Modes in Teamwork.

This study investigated the relationship between human team member contextual control and team performance under time constraints. Contextual control modes, which describe different strategies for action selection in dynamic environments, characterize how humans maintain performance under variable demands. Control modes have not yet been studied in teamwork settings. Modeling of the cross-level interaction between team members' control modes and emerging team behaviors can improve understanding of effective teamwork in dynamic environments. A human-subjects study explored the relationship between individual contextual control and team performance. Questionnaires about contextual control were used to elicit individual control modes. Analysis compared team members' control modes and investigated how control modes changed under varying time pressures. Participant's control modes differed in their look ahead horizon, the extensiveness of prior action evaluation, and their prior experience. Many team members shifted control modes during trials, resulting in both convergence and divergence of paired control modes. No effects on communication rate were found due to changes in team members' control modes, but partially significant findings may suggest that the control mode divergence affects performance. Teams can operate in multiple control mode configurations that change dynamically according to context. Further research with an increased sample size is warranted to analyze how time constraints influence team members' control modes and overall teaming processes and whether divergence of team control mode is favorable under time pressures. Further study of contextual control in teams may help improve team design to better support teams in coping with time constraints in dynamic environments.

Unraveling relationship dynamics in sports teams: A primer on the social relations model

Interpersonal behavior in sports teams are inherently intricate. The Social Relations Model (SRM) presents a compelling framework to conceptualize and dissect these complexities, enabling the empirical testing of theories concerning relationships within group settings. The SRM decomposes dyadic measurements obtained from a round-robin design into components at the individual (actor and partner) level, relationship level, and team level. Leveraging data on need satisfaction, as experienced by the coach, team captain and two other athletes in relation to each other across 96 sports teams, we showcase the application of the SRM. A step-by-step introduction to the implementation of the model in R is provided. We elucidate how the SRM facilitates the investigation of research questions that deepen our understanding of team dynamics. Our illustration reveals that while the team effect exhibits minimal explanatory power over variability, substantial variability in need satisfaction is accounted for by both individual factors (actor and partner) and relationship effects. Notably, considerable differences are observed between sports teams in the extent to which coaches elicited need satisfaction in their team members. On average, coaches elicit lower levels of need satisfaction compared to other team members. Reciprocal relationships are evident in the team captain-athlete dyad and the athlete-athlete dyad, but not in dyadic relationships with the coach. In sum, this tutorial illustrates how analyzing dyadic data from a round-robin design using the SRM can enhance our understanding of dyadic relationship data within sports teams.

Towards a taxonomy of team workflow structures

Team workflow represents interactions between individuals and specific actions or tasks. Individuals’ interactions have important effects on fellow teammates’ actions by expanding or constraining actions available to them. For example, teammates may avoid performing the same action to avoid duplication of effort or they may perform their actions sequentially if one task’s completion is a prerequisite for another task. Complex dependencies embedded in these interactions suggest the need to understand team workflows from a relational perspective. As workflow structures are shaped by elements of organizational design, cognitive factors, and features of the task environment, no single workflow structure is optimal for all teams, and team workflows may manifest in countless distinct configurations. Through a systematic, network-based representation of team workflows, this paper uses a sample of 139,500 teams on GitHub to identify common patterns of team workflows. Each team is represented as a two-mode network where individuals form ties to up to fifteen distinct actions capturing productivity, discussion, and team management. Several node-level and graph-level centrality indices highlight patterns of differentiation across team workflows, and a k-means clustering algorithm detects three distinct clusters of team workflow structures: small teams of highly active generalists, small teams with a moderately active mix of focused and generalist members, and large, segmented teams of focused individuals collectively engaging in a few extremely popular actions. These results demonstrate how a structural representation of team workflows provides unique insight into team behavior and highlights distinctions that may otherwise be lost when examining team activity in aggregate.

Multivariate approaches to investigate the home and away behavior of football teams playing football matches

Multivariate approaches to investigate the home and away behavior of football teams playing football matches

Peering into the team role kaleidoscope: the interplay of personal characteristics and verbal interactions in collaborative problem solving.

The objective of this study is to explore the relationship between personality and peer-rated team role behavior on the one hand and team role behavior and verbal behavior on the other hand. To achieve this, different data types were collected in fifteen professional teams of four members (N = 60) from various private and public organizations in Flanders, Belgium. Participants' personalities were assessed using a workplace-contextualized personality questionnaire based on the Big Five, including domains and facets. Typical team role behavior was assessed by the team members using the Team Role Experience and Orientation peer rating system. Verbal interactions of nine of the teams (n = 36) were recorded in an educational lab setting, where participants performed several collaborative problem-solving tasks as part of a training. To process these audio data, a coding scheme for collaborative problem solving and linguistic inquiry and word count were used. We identified robust links and logical correlation patterns between personality traits and typical team role behaviors, complementing prior research that only focused on self-reported team behavior. For instance, a relatively strong correlation was found between Altruism and the Team builder role. Next, the study reveals that role taking within teams is associated with specific verbal interaction patterns. For example, members identified as Organizers were more engaged in responding to others' ideas and monitoring execution.

How do cultural elements shape speak-up behavior beyond the patient safety context? An interprofessional perspective in an obstetrics and gynecology department.

Interprofessional working and learning thrives with speak-up behavior. Efforts to improve speak-up have mainly focused on isolated techniques and training programs within the patient safety scope, yet sustained improvement requires a cultural shift beyond this scope. This research investigates the influence of culture elements on speak-up behavior in interprofessional teams beyond the patient safety context. An exploratory qualitative study design was used in a Dutch hospital's Obstetrics and Gynecology department. A representative sample of stakeholders was purposefully selected, resulting in semi-structured interviews with 13 professionals from different professional backgrounds (nurses, midwifes, managers, medical specialists, and residents). A speak-up pledge was developed by the research team and used to prime participants for discussion. Data analysis involved three-step coding, which led to the development of themes. This study has identified six primary cultural themes that enhance speak-up behavior. These themes encompass the importance of managing a shared vision, the role of functional hierarchy, the significance of robust interpersonal relationships, the formulation of a strategy delineating when to speak up and when to exercise restraint, the promotion of an open-minded professional mindset, and the integration of cultural practices in the context of interprofessional working and learning. Six crucial cultural elements have been pinpointed to boost the practice of speaking up behavior in interprofessional working and learning. Remarkably, hierarchy should not be held responsible as the wrongdoer; instead, can be a great facilitator through respect and appreciation. We propose that employing transformational and humble leadership styles can provide guidance on effectively integrating the identified cultural elements into the workplace and provide an IMOI framework for effective interprofessional speak-up beyond patient safety.

How University of Warwick successfully united its development and alumni engagement functions

In 2018, the University of Warwick embarked on a project to build an integrated development and alumni engagement team by merging what were then entirely separate development and alumni engagement functions. This paper reviews that merger, outlining how Warwick arrived at a shared vision and strategy while overcoming practical management challenges and the concerns of staff members. It will share learnings from two specific strategies that were deployed to assist with the integration process: agreeing upon and socialising a team behaviours framework and setting department-wide objectives and key results. These techniques allowed Warwick to create a culture of empowerment and ownership within the newly integrated team, encouraging everyone to participate in new stretch ambitions. This case study will provide suggestions for other advancement professionals undergoing restructures and building teams aligned to a common goal. For those not undergoing a restructure, it will share ideas for increased collaboration within an existing or newly aligned team, with guidelines on how to bring diverse groups of people together under one new strategy or vision.

Assessing the Role of Emotional Intelligence in Team Performance Case study at Al Mujtama Islamic Boarding School 4 Cianjur

Emotional intelligence (EI) has emerged as a crucial factor in understanding team dynamics and performance within service organizations. This paper presents a conceptual framework that assesses the role of emotional intelligence in enhancing team performance, specifically tailored for service-oriented contexts. The framework integrates key components of emotional intelligence, including self-awareness, self-regulation, social awareness, and relationship management, with team dynamics such as collaboration, communication, and conflict resolution. The paper begins by defining emotional intelligence and its relevance in the service industry, highlighting its impact on individual and team behaviors. It then outlines the conceptual framework, detailing how each aspect of emotional intelligence contributes to team effectiveness and performance. The framework emphasizes the importance of developing emotional intelligence skills among team members and leaders to foster a positive work environment and improve overall team outcomes. Furthermore, the paper discusses the potential challenges and barriers faced in implementing emotional intelligence practices in service organizations, such as resistance to change and the need for training and development programs. Strategies for overcoming these challenges and promoting a culture of emotional intelligence within teams are explored, drawing on examples from successful case studies and empirical research. Through a comprehensive review of existing literature and theoretical perspectives, this paper offers insights into the potential benefits of integrating emotional intelligence into team development strategies within service organizations. Practical implications and recommendations for implementing the framework are also discussed, aiming to guide organizations in enhancing team performance through a deeper understanding and application of emotional intelligence principles

A Taxonomy for Supporting Industry- Academia Communication in Software Quality

Software quality is one of the most important components of software development. Software quality attracts the user's attention and produces reliable and error-free software. Poor approach strategies lead to less effective outcomes and a higher likelihood of failure. The gap between software quality research and practice is one of the main problems with software quality. The difference between the way software quality research is communicated and the way industry concerns related to software quality is the actual gap.software industries are unaware about rapid technological change, complexities of Modern software systems, security concerns, skill shortage impact on software quality, to overcome theses problems and gaps. Taxonomy is proposed to enhance industry-academia collaboration by facilitating better communication between software quality research and practice. Some of the best quality standards are outlined and authorized in this paper that yields the greatest out-comes. A methodical and goal-oriented strategy is used to develop the proposed taxonomy, with the help of literature review, blogs, articles, and interviews with researchers and practitioners. Twenty distinct questions regarding team co-ordination, dispersion, culture, behaviors and attitudes, experience, and other topics are included in the questionnaire. The taxonomy is evaluated through online survey by implementing it in an industry-academia collaboration project. Researchers and practitioners could use the proposed taxonomy to classify and identify quality concerns or obstacles.

Employee Responses to (In)Congruence of Green Behavior in Team: An Impression Management Perspective

Employee Responses to (In)Congruence of Green Behavior in Team: An Impression Management Perspective

Implementation of the TALK© clinical self-debriefing tool in operating theatres: a single-centre interventional study

BackgroundDebriefing in operating theatre environments leads to benefits in mortality, efficiency, productivity, and safety culture; however, it is still not regularly performed. TALK© is a simple and widely applicable team self-debriefing method to collaboratively learn and improve. MethodsAn interventional study introducing TALK© for voluntary clinical debriefing was carried out in operating theatre environments in a UK National Health Service hospital over 18 months. It explored compliance with the Five Steps to Safer Surgery and changes in behaviour in surgical teams regarding consideration and completion of debriefing. ResultsTeam briefing and compliance with the WHO surgical safety checklist were performed consistently (>95% and >98%, respectively) throughout the study, which included 460 surgical lists. Consideration of debriefing increased at all data collection periods after intervention, from 35.6% to 60.3–97.4% (P≤0.003). Performance of debriefing, which was 23.3% at baseline, reached 39% at 6 months (P=0.039). Team planning of actions for improvement during debriefing also increased (P<0.001). A decline in performance of debriefing and subsequent improvement actions was observed after 6 months, albeit rates were above baseline at 18 months. The most reported reason not to carry out a debriefing was ‘lack of issues’. After implementation, nurses and allied healthcare professionals increased their contribution to initiating and leading debriefing. Reported barriers were <18% at baseline, and decreased after intervention. ConclusionsA simple intervention introducing TALK© for voluntary debriefing in theatres prompted significant changes in team behaviour and sustained growth regarding consideration and performance of debriefing, especially in the first 6 months.

Head Nurse Leadership: Facilitators and Barriers to Adherence to Infection Prevention and Control Programs-A Qualitative Study Protocol.

The effective management of Healthcare-Associated Infections (HAIs) relies on the implementation of good practice across the entire multidisciplinary team. The organizational context and the role of head nurses influence the team's performance and behavior. Understanding how decision-making processes influence healthcare professionals' behavior in the management of HAIs could help identify alternative interventions for reducing the risk of infection in healthcare organizations. This study aims to explore how the behaviors promoted and actions implemented by the head nurse can influence healthcare professionals' adherence to Infection Prevention and Control (IPC) programs. A multi-center qualitative study will be conducted using a Grounded Theory approach. Observations will be conducted, followed by individual interviews and/or focus groups. A constructive and representative sample of healthcare professionals who care directly for patients will be enrolled in the study. The COnsolidated criteria for REporting Qualitative research (COREQ) checklist will be followed to ensure the quality of this study protocol. A multistep inductive process will be used to analyze the data. The study results will provide an understanding of how nurses perceive the influence of leadership and how they modify their behaviors and activities toward patients according to IPC programs. The study will identify barriers and facilitators to IPC compliance and suggest strategies to minimize negative patient outcomes, such as the development of an HAI.

Optimizing Human Resources Behavior in Facing the Era of Society 5.0

The Society 5.0 era marks a massive transformation in society's life driven by technological innovation. This research aims to explore the role of human resource behavior in facing challenges and opportunities in the Society 5.0 era. Using a qualitative approach and an in-depth literature review, this research analyzes how individual, team and organizational behavior needs to be adjusted to optimally utilize the potential of technology while maintaining human values. The research results show that to be successful in the Society 5.0 era, increased digital skills, cross-disciplinary collaboration and a culture of continuous learning are needed. In addition, organizational leaders need to build a work environment that supports innovation, openness, and quick adjustment to change. This research provides valuable insights for policy makers, human resource practitioners and academics in designing strategies to optimize human potential in the Society 5.0 era.

Dampak Integrasi Perilaku TMT dan Kualitas Pengambilan Keputusan Terhadap Transformasi Digital, Keunggulan Bersaing yang Berkelanjutan dan Kinerja Perusahaan

Digital transformation is essential for businesses in the digital age, but many struggle due to cultural barriers. This study examines the impact of Top Management Team on firm performance in the context of digital transformation. Through a survey of 140 professionals in Indonesian firms, the study finds that digital transformation encourages the development of Top Management Team Behaviour integration and Decision-Making Quality, which in turn leads to improved Firm Performance. The study also highlights the mediation effect of digital transformation and Sustained Competitive Advantage on this relationship.