Enhance Team Performance Research Articles

Interaction between the Knowledge Sharing on Innovation Behavior Based on the Viewpoint of Team Diversity: Empirical Research from China

In the rapidly changing and challenging environment, the possession of continuous innovation ability is primary for organizations in high-tech industry, which have to constantly apply innovation to maintain and enhance the effectiveness, create corporate value, and pursue organizational excellence so as to promote the competitive advantage for enterprise growth and survival. For organizations toady, work teams are the basic units to complete tasks. A lot of management activities are mostly preceded with teams, relying on the mutual cooperation among members. Besides, team interaction and communication could effectively enhance team performance and organizational performance. Aiming at supervisors and employees of high-tech industry in Fujian Province, total 520 copies of questionnaire are distributed, and 351 valid copies are retrieved, with the retrieval rate 68%. The research results show that 1.team diversity presents positive and significant effects on knowledge sharing, 2.knowledge sharing shows positive and remarkable effects on innovation behavior, and 3.team diversity reveals positive effects on innovation behavior. According to the results, suggestions are proposed, expecting to stimulate team innovation behaviors for high-tech industry applying different value, experience, and professional knowledge of team members.

Data Driven Competitive Motivation Strategies in a Longitudinal Simulation Curriculum for Trauma Team Training

A novel approach to trauma team simulation was used to enhance team performance in a cohort of general surgical residents. We implemented data driven debriefing using performance report cards and video footage of the simulations. We wanted to evaluate the technical and nontechnical skills developed by teams using this approach. All surgical residents in an academic program were divided into 5 equal "trauma teams". Throughout the academic year, each team took part in 4 standardized, high fidelity trauma simulations. Rubrics to assess technical efficiency were scored. Each team received individualized feedback in the form of report cards following each simulation. Video recordings of each simulation were analyzed by blinded raters using a validated instrument to assess nontechnical skills/Crisis Resource Management (CRM) skills. An academic level 1 trauma hospital in Canada. Five teams comprising five residents participated in four simulations each. Learner feedback was universally positive and learning during simulation was rated higher than learning during didactic lecture. The effect of data driven report cards and anonymized ranking was cited by trainees as a motivating factor to improve. CRM scores improved over the course of the academic year for all teams but without reaching statistical significance. A strong positive correlation was measured between technical and CRM skills for all teams. Adding data driven debriefing using performance report cards that assess both technical and CRM skills to a trauma team curriculum is a feasible and acceptable way to influence trainee performance using positive competitive motivation. More data are required to confirm the early patterns of improvement uncovered in CRM scoring. A positive correlation between technical skills and CRM skills raises important questions for future research.

The Multitasking Audit Environment: The Effect of Alternative Modes of Communication on Team Performance

Despite the considerable evidence suggesting multitasking reduces performance, multitasking is unavoidable and pervasive in the audit setting. Members of engagement teams are often required to work on multiple engagements simultaneously and their work on one engagement is frequently interrupted due to the demands of another engagement. In hopes of facilitating multitasking, engagement team communications have extended beyond face-to-face interactions to computer mediated communication (CMC) technologies. However, little is known about the performance of multitasking teams under these alternative modes of communication (face-to-face, discussion board, and chatroom). Our study demonstrates that, when multitasking, the performance of audit teams communicating face-to-face is greater than the performance of teams using computer mediated communication (discussion board and chatroom). While we expected enhanced team performance with discussion boards, additional analyses reveal that participants’ familiarity with, and preference for, chatroom features (which are similar to text messaging) may have offset the benefits prior studies have attributed to discussion boards (which are similar to email).

Relationship between team culture and team performance through lens of knowledge sharing and team emotional intelligence

PurposeThe purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.Design/methodology/approachThe study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from 535 respondents representing 95 teams working in private health-care institutions.FindingsThe findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.Practical implicationsThis investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.Originality/valueThis is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.

Shared success begets success

Understanding what enables teams to flourish has been the focus of considerable interest across domains of human behaviour. A study finds that, in addition to recruiting and retaining highly skilled members, shared prior success significantly contributes to enhanced team performance.

Enhancing the training of trauma resuscitation flash teams: A mixed methods study

AimsTo determine whether simulated multidisciplinary team training influences teamwork practices and experiences when resuscitating critically injured patients and to generate evidence for training trauma resuscitation flash teams. BackgroundTrauma teams perform in stressful situations. They are ‘flash’ teams, mobilised quickly and comprise of different specialties and disciplines. Simulation is promoted as a training strategy. Significant gaps remain in evaluating the impact of this training on clinical practice. Further research is warranted to determine the most effective way to train trauma resuscitation flash team. DesignFinal integration phase of a mixed methods embedded experimental study. MethodsPrimary quantitative results (time to critical operations, facilitators and barriers to teamwork) were merged with supplementary qualitative results (team members’ experiences and perspectives) to explain the influences of simulated multidisciplinary trauma team training on teamwork and patient outcomes. ResultsFour main themes were developed: communication needs to be specific to the emergency context; collaborative decision-making influences resuscitation situations; standardisation promotes efficient trauma care; proficient leadership empowers multidisciplinary teamwork. ConclusionFrontline clinicians identified real-world experiences that enable or impede team performance in trauma resuscitations. Our findings ascertain why multidisciplinary team training enhances team performance and what content should be incorporated in training programmes.

Information systems project teams: factors for high performance

PurposeThe purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment.Design/methodology/approachThe authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions.FindingsResults show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management).Originality/valueThis paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

An experiment on the impact of coaches' and athlete leaders' competence support on athletes' motivation and performance.

Grounded in the Cognitive Evaluation Theory, the present experiment aimed to compare the relative impact of competence support provided by coaches versus athlete leaders on players' competence satisfaction, intrinsic motivation, and performance. We recruited 18 existing competitive male basketball teams (ie, 126 players) to participate in the experiment. Each team was randomly assigned to one of three conditions: (a) the coach provided competence support (ie, by encouraging, providing positive feedback, and expressing team confidence); (b) the athlete leader provided competence support; or (c) neither the coach, nor the athlete leader provided competence support (ie, control condition). Teams in which the athlete leader provided competence support reported higher levels of competence satisfaction and intrinsic motivation than teams in the control condition, a difference that did not emerge when the coach provided competence support. Furthermore, teams in which either the coach or the athlete leader supported team members' competence performed better compared to teams in the control group. Our findings highlight the importance of providing competence support to enhance team performance. Given athlete leaders' unique impact on teammates' competence satisfaction and motivation, instructing athlete leaders how to provide competence support constitutes an important motivational pathway for coaches to optimize team functioning.

Practicing Unstructured Play in Team Ball Sports: A Rugby Union Example

The purpose of this paper is to share a successful high performance coach’s approach to practicing unstructured aspects of team play to enhance team performance. The approach was implemented by Jim Mckay (attack coach) during the Queensland Red’s Super Rugby 2010–2013 campaigns. For team sports such as Rugby union, coaches need to assist players in developing their decision-making and execution under unpredictable and chaotic match conditions by scheduling a high proportion of playing form activities related to unstructured possession sources (e.g., response to turnover possession). This paper is organized into three sections. The first section provides an overview of relevant literature on coach-led practice sessions and dynamics system theory. This is followed by the Queensland Reds case study that outlines the data they analysed, the process and implementation of new practices and coach Mckay’s reflections. The final section provides suggestions for team sport coaches wanting to practice the unstructured aspects of team play.

Do Long-time Team-mates Lead to Better Team Performance? A Social Network Analysis of Data from Major League Baseball

To estimate the effects of team-mate shared experience on overall team performance as well as to determine whether concentration of time together among subgroups of players and/or focal players enhances team performance. Social network analysis (SNA) was used to model 30 active Major League Baseball teams from 2006 to 2015 with years of experience together connecting players resulting in 300 individual team networks. Social network metrics of network density, network centralization, and average weighted degree were computed and analyzed with team attributes by generalized least squares regression to predict wins, and team rank. Logistic regression was used to predict binary outcomes of world series and division wins. Network density was negatively associated with team rank (β = - 0.115, p = .05), while average weighted degree was positively associated with team rank (β = 0.147, p = .01). On average, each extra year of shared player time per team was associated with 14.86% higher probability of winning a division title (B = 2.69, exp(B) = 14.86, p = .05). Each extra shared year of infield membership among team-mates predicted 2.4% lower odds of winning the world series (B = -0.024, exp(B) = 0.976, p = .01), and each extra shared year between outfield players predicted 2.9% lower probability of winning a team's division (B = -0.029. exp(B) = 0.972, p = .05). Prolonged shared time between players is beneficial when it is spread evenly among all players of the team, whereas having few focal players who have been on a team together for many years is a disadvantage to overall performance.

Organizational Commitment and Ethical Conduct on Team Performance: Evidence from Pakistan

The competitiveness in organizational entails to engender work conditions whereby trust among the employees and at every level of organizations is strong. Employees are committed and adhere to ethical values of the organization. These measures would enhance team performance which serves as a drive for the organization growth. This paper attempts to analyze the relationship of independent variable trust, organizational commitment and organizational ethics with the dependent variable team performance. A sample of 150 respondents was selected from public / private universities of Islamabad, Pakistan and by using AMOS and SPSS results were obtained. Reliability of instrument was ascertained which figure .708. Results reveal that trust in organization is 47% and organizational commitment has 21% impact on team performance. Whereas; relationship of ethics in organizations with the team performance did not demonstrate promising results. The reasons may be due to less effort to the ethical practices in their management system which would entails team performance in the organization. Future research would be conducted on the different areas of developing countries to check the practical implementation of ethical practices.

Nurse Stressors and Satisfiers in the NICU.

Working in a neonatal intensive care unit (NICU) can be both rewarding and stressful. Stressors can outweigh satisfiers, leading to job dissatisfaction and turnover. Nurse retention remains a problem, particularly for nurses within the first year of employment. The purpose of this study was to examine current nurse stressors, satisfiers, and coping processes in the NICU. Seventy-two neonatal nurses from 3 Magnet facilities in North Carolina completed the ICU Stressors Survey, the Ways of Coping Scale, demographic data questions, and free-text questions in Qualtrics, a secure online survey system. Questionnaires were analyzed using protocols developed and validated by instrument developers, and quantitative data were analyzed using SPSS statistical software. Free-text responses were analyzed using iterative coding and thematic grouping. Most nurses thought that NICU nursing was stressful, but they coped well with work stress. Nurses felt confident in their knowledge and patient care abilities and were not stressed by the NICU environment. Inadequate staffing was the most common stressor. Coping strategies were aimed at task completion. Nurses wanted better teamwork on their units. Nurses felt more respected by their peers and families than by their immediate supervisors and physicians. Attention to staffing patterns is paramount. Team-building activities may help foster mutual respect and collegiality among the nursing staff and between disciplines. Research investigating creative staffing patterns would be helpful. Interprofessional research may also reduce stressors and enhance team performance.

2F5-2 Study on Methodology of Crew Resource Management Training for Enhancing Team Performance

2F5-2 Study on Methodology of Crew Resource Management Training for Enhancing Team Performance

An exploratory study of team conflict in the capital investment decision-making process

PurposeThe purpose of this paper is to explore the current management perceptions regarding conflict within teams, specifically looking at capital investment appraisals, with the aim of improving team performance.Design/methodology/approachThe research was undertaken in two stages. The first stage is based on a postal questionnaire survey relating to the appraisal of capital investments, addressed to large UK organisations. The second stage was conducted through semi-structured interviews, which were followed by a short-questionnaire sent out by e-mail, and designed from the information obtained from the interviews. The research is both qualitative and quantitative.FindingsFrom the exploratory study, the author was able to identify and further investigate what the author’s respondents termed “personal” and “departmental” conflicts, as well as what the author perceived to be “good” (positive) conflict and “bad” (negative) conflict. The author finds that controlled “departmental” conflict may lead to enhanced decision making, while “personal” conflict may be destructive and lead to non-optimal decision making. The author also identified the importance of the investment appraisal “procedure” as distinct from the individual models used, and suggests that this is one way of controlling conflict within teams.Research limitations/implicationsThe research is limited by the fact that it is based on individual perceptions of a small sample number. However, the sample consists of some of the most senior executives from the largest UK organisations whose views are usually difficult to obtain by academics.Practical implicationsIt provides senior managers with a comprehensive view, by their peers, and a better understanding of team conflict, especially with regard to “personal” and “departmental” conflicts; thus, allowing them to manage teams more efficiently in the future.Originality/valueThe research is unique in that it focusses on conflict within teams that are given the specific task of appraising capital projects and it theorises on what the respondents’ terms “departmental” and “personal” conflict. It brings up-to-date, managements’ current perception of team conflict and contributes to the ongoing search for a better understanding of conflict within business teams, and ultimately to an enhanced team performance and improved decision making.

Évaluation du Plan d’action en santé mentale (2005-2015) : intégration et performance des réseaux de services

Objectives This study aimed to: 1) assess implementation of the 2005-2015 Quebec mental health (MH) reform, and its enabling and hindering factors as well as MH team performance, in 11 local health service networks; then, for a subset of 4 networks: 2) identify processes influencing service quality in MH teams, and 3) analyze effects of team structures and processes on outcomes for service users.Methods The networks were selected in consultation with 20MH decision makers. Data sources included: 1) documentation on population, organization and service characteristics, integration strategies, and network challenges; 2) individual and group interviews with 102 regional managers, MH professionals and managers from primary care or specialized MH teams, community organization directors, respondent psychiatrists and general practitioners (GPs); and 3) questionnaires completed by 16 respondent psychiatrists, 90 managers, 315MH professionals from primary care or specialized teams, and 327 service users.Results Objectives of the MH reform were only partially achieved across the 11 health service networks, given the limited availability of practice guidelines related to implementing new structures and services, and reluctance among MH professionals (mainly GPs) to adopt them. As well, most primary care teams lacked GPs or psychiatrists. Implementation was more successful in large networks with specialized services located in general hospitals. The use of clinical tools and approaches, and frequent interactions with other teams or organizations enhanced team performance. Several team process variables including autonomy, involvement in decision-making, and knowledge sharing were strongly associated with the performance of MH professionals and higher quality services. While geographic variables (e.g. frequency of interactions with GPs) had more influence on performance in specialized services, individual variables (e.g. lower seniority in the team) and organizational variables (e.g. lower proportion of service users with personality disorders) influenced performance in primary care teams. Work satisfaction was more strongly associated with team process variables (e.g. fewer conflicts, higher team support, greater collaboration) and recovery-oriented services with organizational variables (e.g. primary care team). Some types of organizational culture were strongly associated with team performance (clan and hierarchical cultures), and work satisfaction (market culture). Concerning effects of team structure and processes on service user outcomes, higher quality of life and recovery scores were strongly associated with continuity and diversity of services. Finally, high seriousness of needs among service users represented a major obstacle for MH services attempting to address their quality of life issues and recovery.Conclusion This study suggests various measures that may improve MH service quality: promotion of more results-oriented organizational cultures, and greater collaboration, professional training on evidence-based practices, greater support for professionals, increasing their autonomy and involvement in decision-making, and more formalized integration strategies. Diversified and continuous biopsychosocial support was also recommended for improving quality of life and recovery among service users.

How do team conflicts impact knowledge sharing?

Past studies have shown that conflict in teams is inevitable and even desirable for enhancing team performance. Conflict occurs due to perceived or real differences in teams and is often magnified by demographic and functional diversity. Given that software development teams reflect both types of diversity, it is important to investigate the impact of team conflict on critical team outcomes such as knowledge sharing. The results of the study show that while task conflicts impact knowledge sharing positively, only moderate levels of relationship conflict is good for knowledge sharing. Both high and low levels of relationship conflicts are not conducive for knowledge sharing. Further, high levels of relationship conflicts moderate the direct impacts of task conflicts on knowledge sharing adversely, while low levels of relationship conflicts magnify the impact of task conflicts on knowledge sharing. The complex interactions between task conflict, relationship conflict and knowledge sharing have useful implications for both practice and future research.

One for all and all for one - towards a framework for collaboration support systems

To reach their goals, companies are on a never-ending search to find new methods for innovation. In order to tackle the complex problems, which cannot be solved by a single person, the implementation of teamwork is assumed to be applicable. With this paper, we propose a framework for Collaboration Support Systems, which aims to enhance team performance. We outline the differences between teams and groups and examine collective processes that on the one hand benefit from additional knowledge and mutual stimulation, but on the other hand are negatively influenced by various cognitive and social factors. With basic principles of collaboration, we seek to tackle the negative effects of team performance and try to further enhance the benefits of collective work. In this context, we analyzed group support systems and unified research and practice of various disciplines (like collaborative problem-solving, collaborative decision making, collaborative creativity and collaborative learning), in order to develop a framework for Collaboration Support Systems. Our paper addresses on-going topics (like anonymity in collaboration systems) and presents design principles for software engineers. Based on a comprehensive literature analysis, we introduce several principles and aspects for collaboration systems that can help to better understand collaboration in teams. However, to thoroughly understand the phenomenon of digital collaboration, further research is needed.

Shared mental models, role ambiguity, team identification and social loafing in elite sports groups: A mediation analysis

The aim of this study was to test a multiple mediation model linking athletes’ shared mental models (SMMs) to social loafing through role clarity and team identity. The following hypothesis was tested: An SMM is directly and negatively associated with social loafing; athletes’ perceived SMMs are positively related to role clarity and team identification, which in turn is negatively related to social loafing. In total, 152 male professional senior players from all 10 teams in an elite ice hockey league participated. Data were analysed using a linear regression procedure and bias-corrected bootstrapping technique to measure indirect effects. The results confirm the hypothesis and demonstrate that SMMs have an indirect effect through the mediators. Coaches and sport psychologists should be aware of the significance of SMMs in their work to enhance team performance. Facilitating SMMs may reduce social loafing through role clarity and team identification.

Strengthening the bond and enhancing team performance

PurposeUsing interpersonal relationship development as a metaphor for team process, the purpose of this paper is to explore critical psychological mechanisms transforming team inputs into successful work outcomes, at the individual level.Design/methodology/approachThe participants in this study were full-time employees in Taiwan. The authors employed a two-phase design to examine the developmental aspect of, and the enhancer for the team process. Paper-based questionnaires were used to collect data. All the research constructs were assessed at the individual level, thus analysis was conducted at the same level.FindingsThe results from 338 Taiwanese employees revealed that perceived psychological similarity (i.e. value and attitudinal congruence, a team input) led to favorable work outcomes (i.e. job satisfaction and team performance) through the linking mechanism of team cohesion. Furthermore, team members’ trait emotional intelligence (EI) amplified the positive relationship between psychological similarity and team cohesion.Practical implicationsFirst, managers should purposefully assemble employees with similar values and interests to work together, giving the team a good start with the like minds. Second, the results indicated that trait EI as a key personal resource enhances the positive relationship between psychological similarity and team cohesion. Workplace learning interventions should be implemented to improve employees’ emotion management skills.Originality/valueAdopting the interpersonal relationship development perspective to study team process, the findings have confirmed the important roles of perceived psychological similarity among members and individual’s EI for team functioning. The authors’ endeavor has demonstrated the value of solid theoretical basis and the benefit of an individual-level analysis in delineating the mediating processes that explain why certain inputs affect team effectiveness and viability.

Leaders' sense of power and team performance: A moderated mediation model

Organizational behavior researchers have typically focused on role- or structure-based power, such as hierarchical status and position in the social network. In contrast, we examined the psychological experience of power in organizations. Our purpose was to determine how and when a team leader's subjective sense of power is beneficial in an organizational context. Data were collected from 70 work teams using a 2-wave design to test the proposed model. Results showed that a team leader's sense of power enhanced team performance by decreasing leader–member relationship conflict, but only when perceived task interdependence was high. These associations remained after controlling for hierarchical status and demographic characteristics. Theoretical and practical implications are discussed.