Team Behavior Research Articles

Editorial: Cooperative control and team behaviors in adversarial environments

Editorial: Cooperative control and team behaviors in adversarial environments

Approach to conception and modeling for distributed hierarchical control for autonomous drone swarm

Control of a drone swarm as a unity requires decentralization and hierarchy. Decentralizing control of drone swarms is necessary to free the human operator from having to constantly control the behavior of the drones within the swarm. Hierarchical control of a drone swarm is necessary so that human operators can adjust the activity of the swarm as a unit. The following separate roles have been identified for the implementation of decentralized hierarchical control of swarm activity: the activity of a separate drone, the activity of a drone- coordinator, and the activity of a human operator. The control hierarchy consists of a human operator who controls the change in the behavior of the drone coordinator. The drone coordinator controls the changes in the programmed behavior of individual drones. This approach is an analog of the management of human workers who perform assigned work, which opens up several possibilities. First, it is possible to use formal models of performance people’s behavior in social teams. Second, formal models can be used for decision-making and optimization for controlling a drone-coordinator in a swarm. Thirdly, computer modeling can be applied to the behavior of a drone swarm, which will allow choosing the optimal behavior of the swarm for different conditions of its activity

The impact of leader member exchange quality and differentiation on counterproductive and citizenship behavior in health care teams.

Organizational citizenship behavior (OCB) may increase service quality. In contrast, counterproductive work behavior (CWB) may undermine patient safety. Efforts to increase OCB and reduce CWB rely on a good understanding of their antecedents, yet there is a lack of research in health care to inform such endeavors. The aim of this study was to investigate the role of leadership, specifically leader-member exchange (LMX), in reducing CWB and increasing OCB in health care teams. Team survey data were collected from 75 teams in U.S. health services organizations. Polynomial regression and response surface analysis was used to investigate our hypotheses. For OCB, the response surface along the line of incongruence (a3) was positive and significant, and for CWB, a3 was negative and significant. The results of polynomial regression and response surface analysis indicate that OCB increases when LMX quality is high and that LMX differentiation is comparatively lower. In contrast, CWB increases when LMX differentiation is high, whereas LMX quality is lower. These findings provide useful suggestions to promote valuable extra-role behaviors in health care teams. Health care team leaders should aim to develop strong exchange relationships with all members if they wish to increase citizenship behavior and decrease counterproductive behavior. Building positive exchange relationships with only a few team members is likely to undermine citizenship behavior and increase counterproductive behavior.

Team ethical culture as a coupling mechanism between a well‐implemented organizational ethics program and the prevention of unethical behavior in teams

AbstractMany organizations have adopted an organizational ethics program to prevent unethical behavior within the organization. Decoupling the adoption of ethics programs from their implementation has been identified in the literature as an explanation for the ineffectiveness of such programs. In addition to this so‐called policy–practice decoupling, means–ends decoupling may also occur when a well‐implemented ethics program is nevertheless ineffective. This study investigates whether team ethical culture (TEC) acts as a coupling mechanism that mediates the effects of a well‐implemented ethics program on unethical behavior in teams. We conducted a survey of 202 teams working in a business organization in the UK. The results of a structural equation analysis support the claim that TEC mediates this relationship. Based on this team‐level case study, we argue that organizations that aim to implement an effective ethics program should acknowledge and manage TECs to avoid means‐ends decoupling.

The Predominance of the Health-Promoting Patterns of Work Behavior and Experience in General Practice Teams—Results of the IMPROVEjob Study

This study aims to identify the distribution of the “Work-related behavior and experience patterns” (Arbeitsbezogenes Verhaltens-und Erlebnismuster, AVEM) in general practitioners and their teams by using baseline data of the IMPROVEjob study. Members of 60 general practices with 84 physicians in a leadership position, 28 employed physicians, and 254 practice assistants participated in a survey in 2019 and 2020. In this analysis, we focused on AVEM variables. Age, practice years, work experience, and working time were used as control variables in the Spearman Rho correlations and analysis of variance. The majority of the participants (72.1%) revealed a health-promoting pattern (G or S). Three of eleven AVEM dimensions were above the norm for the professional group “employed physicians”. The AVEM dimensions “striving for perfection” (p < 0.001), “experience of success at work” (p < 0.001), “satisfaction with life” (p = 0.003), and “experience of social support” (p = 0.019) differed significantly between the groups’ practice owners and practice assistants, with the practice owners achieving the higher values, except for experience of social support. Practice affiliation had no effect on almost all AVEM dimensions. We found a high prevalence of AVEM health-promoting patterns in our sample. Nearly half of the participants in all professional groups showed an unambitious pattern (S). Adapted interventions for the represented AVEM patterns are possible and should be utilized for maintaining mental health among general practice teams.

The Interplay Between Helping Behavior and Absenteeism in Teams: A Longitudinal Examination of Their Reciprocal Relationship in a Public Organization.

This study employed a longitudinal model to investigate the reciprocal relationships between interpersonal citizenship behavior (OCB-I) and absenteeism at the team level. The research utilized four waves of data from a sample comprising over 5,000 employees in 168 teams within a large Canadian public organization. Drawing upon the focus theory of normative conduct and the collective identity perspective, our findings indicated that a positive change in OCB-I, which encompasses helping behaviors, led to a subsequent decrease in team absenteeism. In addition, emphasizing the identity perspective and allocation of time perspective, our study demonstrated that increased absenteeism within a given period was associated with a subsequent reduction in team OCB-I.

Exploring a holistic training program on tactical behavior and psychological components of elite soccer players throughout competition season: a pilot study.

This study aimed to assess the effects of a training program, considering an ecological/holistic perspective, on both tactical behavior (i.e., principles of play; PP) and psychological aspects (i.e., emotional, and cognitive components) in elite soccer teams consisting of players from the U23 and U21 age groups. The participants were 46 players from the under U-23 and U-21 teams from the same club and the first division of Argentina. A quasi-experimental design was examined after five weeks of intervention through integrated training tasks, where psychological factors were used for the development of the tactical principles of the game. Two evaluations of the improvement of game principles were performed before and after the intervention. The results showed significant changes and differences in both teams concerning the PP during the post-intervention period. Specifically, the results show significant group-by-time interactions with an increase in the percentage of tactical actions and behaviors performed during the competitions in two game principles analyzed in both teams. There were significant in the group-by-time interactions for PP 3 (i.e., the first option to pass forward; p ≤ 0.001, F = 58.96, ηp2 = 0.88) and also, significant changes were in PP 4 (i.e., immediate pressure when losing the ball) through the main effect of time (p ≤ 0.001, F = 105.41, ηp2 = 0.93) and group by time interactions (p = 0.002, F = 20.08, ηp2 = 0.72). In both groups, there were significant changes in post hoc analysis (PP3: U21: p = 0.039 vs. U23: p ≤ 0.001) and (PP4: U21: p = 0.006 vs. U23: p = 0.001). It seems the strategies and constraints used, tactical components, and integrated into the psychological aspects during specific soccer training tasks can help improve the tactical behaviors of both teams in a competition associated with the PP of a soccer team.

The association between team behaviors and competitive anxiety among team-handball players: the mediating role of achievement goals.

Team sports athletes may encounter significant stress, leading to competitive anxiety. The anxiety levels can be influenced by team behaviors and achievement goals. This study aims to investigate the relationship between team behaviors (i.e., perceptions of controlling coaching behavior and team cohesion) and competitive anxiety, and to examine the mediation effects of achievement goals (i.e., task-oriented and ego-oriented) on the relationship. A total of 298 team-handball players were involved in the study, ages ranging from 16 to 24 years old (M = 18.44, SD = 3.09). A cross-sectional research design was adopted, and structural equation modeling was utilized to analyze path coefficients and mediating effects. Findings indicated that perceptions of controlling coaching behaviors had significant positive predictions for state and somatic anxiety (β = 0.22, 0.29) and negative predictions for self-confidence (β = -0.19). Team cohesion had significant negative predictions for state anxiety (β = -0.31) and positive predictions for self-confidence (β = 0.58). In addition, ego-oriented goals play a positive mediating role in the relationship between team behaviors and competitive anxiety (β = 0.03-0.35), while task-oriented goals play a negative mediating role in the relationship between team behaviors and competitive anxiety (β = -0.18 - -0.03). In conclusion, team behaviors have a significant relationship with competitive anxiety, with achievement goals playing a mediating role among them. Therefore, to alleviate team sports athletes' competitive anxiety, it is recommended to reduce coach control behaviors, enhance team cohesion, and employ psychological training methods (e.g., mindfulness or meditation) to strengthen athletes' task-oriented goals.

Knowledge System Synergy Mechanism of Innovative Entrepreneurial Teams in Universities

Abstract The study divides the knowledge system of university students’ innovation and entrepreneurship teams into the main system, resource system, operation system, environment system, and exchange system, constructs the synergistic mechanism model of each subsystem, and accelerates the generation of innovation results. Then, from the perspective of the knowledge ecosystem and social network, an innovation team of University M is selected as the research object to analyze the characteristics of the synergistic network of the knowledge system of the team, to find out the cohesive subgroups, structural holes, edge points, and isolation points in the network, and to validate them by using the social network analysis method. The overall network analysis yielded that the overall network centrality potential of this innovation and entrepreneurship team was 25.52%, the connection between members was not strong, the team was loose, and the knowledge-sharing activities were not active. Individual net analysis reveals that active participants in knowledge synergy activities, whether spreading knowledge or learning knowledge, play an important role in sharing knowledge within the team but can be overly dependent. The analysis of this study will help to discover the characteristics of knowledge synergy behavior of innovation and entrepreneurship teams and the factors affecting the synergy behavior, which can be used as an objective basis for improving the synergy behavior of team knowledge systems.

Methods for building ontologies to ensure coordinated behavior of autonomous intellectual systems in agriculture

Ontologies are the main tool for representing domain knowledge. The need to use ontologies to ensure consistent behavior of autonomous intelligent systems in agriculture is determined by the need to create semantic interactiveness of agricultural systems and decision support systems, in which automatic knowledge inference occurs based on semantic processing of data from a sensor network. The purpose of the study is to develop methods for constructing ontologies to ensure consistent behavior of autonomous intelligent systems in agriculture. The paper presents the architecture of an intelligent control system for a heterogeneous human-machine team, consisting of an autonomous robot for active plant protection and an unmanned aerial vehicle (UAV) for monitoring the condition of the garden from the air. A multiagent architecture for constructing ontologies has been developed to ensure consistent behavior of a human-machine team. In particular, a multiagent architecture for constructing an ontology when a robot detects a new object is presented, as well as a scheme for exchanging knowledge between team members. The results obtained can be used in the development of decision support systems, in which automatic knowledge inference occurs based on semantic processing of data from a sensor network.

ЭФФЕКТИВНОСТЬ РЕАЛИЗАЦИИ РОЕВОЙ ОПТИМИЗАЦИИ НА ЯЗЫКЕ ПРОГРАММИРОВАНИЯ PYTHON

In this article, we first looked at the essence and basic definitions of swarm intelligence. We examined the meaning and application in modern technologies, the role of swarm intelligence in modern technologies. We examined the basic principles of self-organization and coordination of swarm intelligence, which allow us to create flexible and effective systems inspired by the natural behavior of teams. These principles have applications in a variety of problems, from optimization to robotics, and are key to the success of the swarm approach in modern technology. Finally, a swarm optimization algorithm in the Python programming language is described. Swarm intelligence allows you to solve a wide range of optimization problems in real applications and in various fields of activity.

Top Management Team Heterogeneity and Team behavior Integration Effects on Private Higher Education Institutional Performance in China

Top Management Team Heterogeneity and Team behavior Integration Effects on Private Higher Education Institutional Performance in China

О СРАВНЕНИИ ПРОСТОЙ МЕХАНИЧЕСКОЙ АНАЛОГИИ С ДЕЯТЕЛЬНОСТЬЮ НЕБОЛЬШОГО КОЛЛЕКТИВА МЕДИЦИНСКОГО УЧРЕЖДЕНИЯ

The paper presents an analogy between the performers’ small team behavior in the medical institution and the characteristics of the simple mechanical model - Newton’s cradle.

Communication in Medical Teams: a Literature Review

Teamwork based on proper communication, social skills of interdisciplinary team members and proper division of roles has a direct impact on the quality of patient care. Incorrect interpretation of messages or delayed reaction to the received message cause significant problems in a teamwork. Nurses and doctors are two of the most important healthcare providers. They perform separate but complementary tasks in health care. An electronic literature search was conducted in the PubMed and ScienceDirect databases with the aim of analysing research on cooperation in healthcare teams, with a particular focus on the aspect of mutual communication between doctors and nurses. Empirical evidence may indicate that formal practices that strengthen communication and relationships among providers through participation in joint training have the potential to increase physicians’ awareness of teamwork and thereby support effective team behaviours. Of the studies reviewed, some were conducted using unvalidated survey instruments. Some examined the opinions of only one professional group, without comparing them with the opinions of other groups involved in the collaborative process. Consequently, the present findings are inadequate as a reliable foundation for scientific conclusions.

The extended care team for people with multimorbidity as a complex adaptive system: How to raise the adaptability of your own team.

1.Short summary: Rapid changes in healthcare structure and demands require continuous adaptability of healthcare teams. This workshop will describe a case vignette of a patient with multimorbidity to start a theoretically underpinned reflection on how teams can be supported to adapt to changing contexts.
 2.Why: Traditionally healthcare delivery has been structured based on disease-specific guidelines, procedures and teams in which effectiveness and quality of interventions is often measured by means of disease specific clinical outcome indicators defined in disease-specific randomized clinical trials. However, for people with a combination of disorders or with a complex context, outcomes are often a lot more uncertain. In addition, patients with multimorbidity are often followed by different professionals in different healthcare and welfare services, each with their own perspective and priorities. Therefore, interprofessional healthcare teams often operate in complex situations. Moreover, they tend to operate in fragmented order throughout different primary and secondary healthcare and welfare services. Complexity science has been introduced in healthcare as a theoretical framework to better understand complex situations. Interdisciplinary healthcare teams can be viewed as Complex Adaptive Systems (CAS) by focusing more on the team members' interactions than on the characteristics of individual team members. Viewing teams in this way can provide us with insights into the origins of team behavior. Insights that can be supportive to improved team functioning and improved integrated care.
 3.Audience: Clinicians, teamleaders, managers
 
 Structure (90')
 
 Introduction (10') on changes in population needs (e.g. multimorbidity) and healthcare delivery (e.g. interprofessional collaboration) including the related challenges. The need for optimizing the adaptability of clinical teams towards this changing working context will be emphasized as focus of the workshop. Theoretical background on complexity science as a lens to better understand working in VUCA (volatile, uncertain, complex, ambiguous) conditions
 Group work (30') A case vignette will be provided of a patient with multimorbidity taken care of by a multiprofessional team. Based on the case vignette participants will fill in the CAL questionnaire (Complex Adaptive Leadership Organisational Capability Questionnaire). Group discussion on the meaning of the scores will be guided by the moderators
 Theory (10')The constructs of the Questionnaire will be explained and the use of the questionnaire as a monitoring tool during team transitions will be discussed
 Group work (10') discuss/brainstorm about strategies to influence the topics defined in the different questions of the questionnaire.
 Reporting back (20') small groups will report back about the strategies they have defined for each question.
 Wrap up and key messages (10') Two minutes of repetition of the theoretical principles of complexity science in healthcare by the moderators. Group formulation of preferred strategies defined during the workshop to optimize the adaptability of clinical teams in working with complex patients
 5.How to engage
 Small group discussions – plenary discussions
 Case vignette – clinical reflection – brainstorm
 Dscussion on transferability of ideas to real world situation
 6.Take home messages?
 Partly by moderators, partly by participants
 One pager with theoretical underpinning + further reading suggestions will be provided

Modeling informational faultlines: Team epistemic motivation, team behavioural integration process, and team innovation stages

Based on the social information processing theory, our paper constructs a dual-channel mediation model in which informational faultlines affect team innovation in two stages (idea generation and idea implementation) through the process of team behavior integration (team joint decision and team mutual collaboration) under the moderating effect of team epistemic motivation. Based on empirical analysis conducted on a sample of 50 teams collected from multiple sources and time points, our study reveals that team joint decision and team mutual collaboration respectively mediate the relationship between informational faultlines and idea generation and idea implementation. Team epistemic motivation has differential moderating effects on the relationship between informational faultlines and team behavior integration (team joint decision and team mutual collaboration) and team innovation in two stages (idea generation and idea implementation). The research conclusions enrich the theoretical achievements in the field of team faultlines and innovation, and have important guiding significance for diversified team innovation management practices.

Effects of morality and reputation on sharing behaviors in human-robot teams.

The relationship between robots and humans is becoming increasingly close and will become an inseparable part of work and life with humans and robots working together. Sharing, which involves distributing goods between individuals and others, involves individuals as potential beneficiaries and the possibility of giving up the interests of others. In human teams, individual sharing behaviors are influenced by morality and reputation. However, the impact on individuals' sharing behaviors in human-robot collaborative teams remains unclear-individuals may consider morality and reputation differently when sharing with robot or human partners. In this study, three experiments were conducted using the dictator game paradigm, aiming to compare the effects and mechanisms of morality and reputation on sharing behaviors in human and human-robot teams. Experiment 1 involving 18 participants was conducted. Experiment 2 involving 74 participants was conducted. Experiment 3 involving 128 participants was conducted. Experiment 1 validated the differences in human sharing behaviors when the agents were robots and humans. Experiment 2 verifies that moral constraints and reputation constraints affect sharing behaviors in human-robot teams. Experiment 3 further reveals the mechanism of differences in sharing behaviors in human-robot teams, where reputation concern plays a mediating role in the impact of moral constraint on sharing behaviors, and the agent type plays a moderating role in the impact of moral constraint on reputation concern and sharing behaviors. The results of this study contribute to a better understanding of the interaction mechanism of human-robot teams. In the future, the formulation of human-robot collaborative team rules and the setting of interaction environments can consider the potential motivation of human behavior from both morality and reputation perspectives and achieve better work performance.

Engineering Students’ Perception of Learner Agency Development in an Intercultural PBL (Problem- and Project-Based) Team Setting

<italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Contribution:</i> This study explores the elements engineering students perceive as important for developing their learner agency in the context of intercultural project-based learning (PBL) teams. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Background:</i> The concept of learner agency has recently gained prominence due to its relevance for student-centeredness, autonomy, self-regulation, and collaboration. Certain pedagogical approaches are known to specifically support the development of learner agency, including PBL, in which learners are provided with active, self-directed, and collaborative learning tasks. PBL practice is also increasingly diverse, emphasizing intercultural collaboration in teams. However, learner agency has received little research attention in PBL settings, and even less in intercultural PBL. This study contributes to the existing literature on the development of learner agency in intercultural PBL teams. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Research Question:</i> What elements do engineering students consider important for supporting their learner agency development in an intercultural PBL team context? <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Methodology:</i> Theoretically, learner agency is framed within three interrelated dimensions, namely, intrapersonal, behavioral, and environmental. Based on this framework, a survey instrument with 31 items was constructed and responses were obtained from 310 engineering students. The survey used expert review, student piloting, exploratory factor analysis (EFA), and Cronbach’s alpha to test content validity, construct validity, and reliability. The descriptive and demographic statistics were examined through <inline-formula xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink"> <tex-math notation="LaTeX">$t$</tex-math> </inline-formula> -test and the analysis of variance test. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Findings:</i> Five factors emerged from EFA: 1) interest and motivation; 2) self-efficacy; 3) self-regulated behaviors in teams; 4) team dynamics; and 5) external support. The statistical analysis shows that the interest and motivation factor was perceived by the engineering students as the most important. Furthermore, several demographic variables, including gender, nationality, year of study, and type of PBL learner based on their level of experience with PBL, were found to impact engineering students’ agency development.

Identification of Prosocial Behavior in the LDP Tagana COVID-19 Team at the Sayyid Ali Rahmatullah Tulungagung State Islamic University

The COVID-19 outbreak has had a tremendous impact, including the number of health workers who died due to exposure to COVID-19. This causes the need for personnel to deal with COVID-19, both medically and non-medically, to increase. These conditions make some people want to contribute and decide to become volunteers. Becoming a volunteer cannot be separated from prosocial behavior, where several factors also influence prosocial behavior. This research aims to look at several factors that influence prosocial behavior. This research used six independent variables: social support, empathy, altruism, cooperation, dyadic coping, and volunteerism, and one dependent variable, prosocial behavior. The approach used is quantitative with multiple linear regression analysis. The population of this study was all 32 members of the LDP Tagana COVID-19 Team at the Sayyid Ali Rahmatullah Tulungagung State Islamic University Flats. All members of the population were involved in this research. The sampling technique used was total sampling. The data collection instrument uses a Likert scale with four answer choices. As for the results, there is a significant influence both simultaneously and partially. Simultaneously, the influence given was 63.9%, while the rest was explained by other variables not examined in this research. This research shows that prosocial behavior can be formed by the factors used in this research. It is very possible that prosocial behavior can be shaped by other variables not examined in this research.

When is it good to feel bad? How sadness and fear differ in their effects on routine development

IntroductionThis study follows recent calls to explore the emotional foundations of routine development. Routine development forms a nexus between stability and change and is thus crucial for studying organizational decision-making and organizational change. Individuals and teams going through organizational change often experience sadness and fear.MethodsWe conducted a laboratory experiment with 84 teams to study the effect of sadness and fear on routine development.Results and discussionIn the sadness condition, we observed positive effects on repetitiveness, speed, reliability, and attentiveness in action. Teams experiencing fear reacted better to ‘performance traps’ in which pre-established routines are ineffective. Our findings show how the behaviors elicited by sadness and fear might ultimately affect team behavior, and therefore managerial practices.