Global Team Performance Research Articles

Impact of Simulation on the Development of Nursing Students' Competence in Adult Cardiopulmonary Resuscitation.

Cardiopulmonary resuscitation (CPR) training is crucial for nursing students as future nurses are the first responders in the ambulatory and hospital care chain. Simulation-based learning has been shown to be more effective in acquiring the knowledge and technical and non-technical skills required for CPR. The present study aims to evaluate the impact of high-fidelity simulation-based adult CPR training on the acquisition and retention of knowledge and the development of technical and non-technical skills of nursing students at the Higher Institute of Nursing Professions and Health Techniques in Fez, Morocco. We conducted an interventional study with 49 nursing students. Twenty-five students (51.02%) in the simulation group received both traditional CPR training (theoretical lecture and demonstration of procedures) and simulation CPR training, while 24 students (48.97%) in the control group received only traditional training. Data were obtained using a questionnaire on theoretical knowledge of CPR, a technical skills assessment grid, and the Team Emergency Assessment Measure (TEAM) for non-technical skills. The post-test scores for theoretical knowledge immediately after simulation were significantly higher for the simulation group (16.41±1.73 out of 20) than for the control group (13.15±1.96 out of 20). Mean CPR knowledge retention scores 30 days after training were significantly higher in the simulation group (15.60±1.71) compared with the control group (11.38±1.93). Assessment of technical skills on a high-fidelity mannequin showed a considerable advantage for the simulation group (30.88±1.64 out of 34) over the control group (18.00±0.78 out of 34). In addition, the results demonstrated a significant difference between the TEAM score of the simulation group (37.84±2.67 out of 44) and the control group (22.33±0.96 out of 44) and a significant difference between the Global Team Performance of the simulation group (8.16±0.68) out of 10 and the control group (4.83±0.38). The findings demonstrated that adult CPR training using high-fidelity simulation was superior to the traditional method with regard to knowledge acquisition and retention and the development of technical and non-technical skills in undergraduate nursing students.

How cultural diversity affects communication and collaboration within global high-performance project teams?

Cultural dimensions and social behavior play a critical role in the success of a project team. Project managers must be aware of these factors and create an environment that fosters effective collaboration and trust. Tuckman’s model for group development consists of five stages: forming, storming, norming, performing, and adjourning. A lack of trust among team members can prevent a team from becoming a high-performance team. Research has shown a correlation between high-performance teams and GLOBE’s cultural dimensions. GLOBE, short for "Global Leadership and Organizational Behavior Effectiveness," is a large-scale research program that explores cultural variations in leadership and organizational behavior. The cultural context and its impact on team dynamics can help organizations create more effective and high-performing teams. Trust is a key component of team performance and can lead to improved communication, collaboration, and problem-solving. In the oil and gas sector, multidisciplinary projects often involve complex engineering and technical challenges, so it is essential to have a team that is skilled, experienced, and focused on project success. The goal of this research is to investigate the influence of cultural dimensions and social behavior on project team success and to explore the role of trust in fostering effective collaboration and creating a high-performance team. The research approach employed in this study was secondary data analysis, utilizing existing data to address the research questions.This study found that cultural dimensions and social behavior significantly influence project team success. Trust plays a key role, and Tuckman’s model highlights its importance for high-performance teams. Overall, the results of this study provide insights and guidance for organizations to navigate cultural diversity, build trust, and enhance team performance. Implementing these findings can lead to improved project outcomes, stronger collaboration, and increased organizational effectiveness in various industries and sectors. However, a systematic review of recent literature on cultural diversity and global team performance is lacking, which highlights the need for further research in this area.

To Di World: Jamaican soccer, poiesis and post-colonial transformation.

This article presents a case study of an innovative culturally based therapeutic approach using collective poiesis to improve the functioning of a youth sports team in Jamaica. In recent decades, Jamaica has endured high levels of violence and corruption, and has been ranked among the top four countries in the world in terms of murder rate per capita. We conjecture that a high prevalence of personality disorder linked to the legacy of slavery and colonialism often impedes Jamaicans from achieving success in diverse fields, including sports. Psychological interventions in the preparation of football teams are a novelty, and have been used mainly to enhance global team performance or individual player skill. The use of psychological interventions to address personality disorder psychopathology on the soccer pitch has not been reported. Psychohistoriographic cultural therapy (PCT) integrates psychological perspectives with a dialectic method of historical analysis and uses collective poiesis as a vehicle to translate insights through an embodied cognitive restructuring process. Two workshops were carried out with a high school football team using PCT techniques. The process of dialectic reasoning engaged their collective ideas and insights to establish a psychic centrality that was expressed in poetic form to illustrate the pathologies of the group in an emotionally safe and psychologically acceptable narrative. This poetic narrative of the group's psychic centrality counters the personality disorder psychopathology caused by the lingering intergenerational wounds of slavery, colonial oppression and collective trauma.

Mediation Model of Factors Affecting Virtual Team Performance in UAE Organisations

With the advanced communication technology and working from home concept, many organisations are relied on virtual teams to accomplish business activities across their remote branches or global affiliations.This paper presentedthe formulation of Model on factors affecting Virtual Team Performance in UAEorganisations. The modelconsisted of two independent variables namely Communication Competence nad Cultural Intelligence constructs, one dependent variable which is Virtual Global Team Performance construct and two mediating variables which are Collaboration and Knowledge Sharing construct. The model was constructed using the questionnaire data collected from 318 respondents who were employee in UAE organizations. After the model was developed, it was assessed at each of measurement compondents for fitness criteria. Once, all themeasurement components had achieved the goodness-of-fit criteria, the measurement components were tied up to form structural model according to the conceptual framework. The structural model was evaluated for its ability to meet the fitness criteriawhereitfound that collarotion, communication competene, cultural intelligence and knowledge sharing have positive significant effect virtual global team performance. Furthermore, the positive significance of the mediating effect of collaboration and knowledgesharing is confirmed. This meansthat knowledge sharing and collaboration can have a significant impact on the success or failure of virtual team performance.

Factors Influencing Team and Task Performance in Intensive Care Teams in a Simulated Scenario.

Healthcare teams and their performance in a complex environment such as that of intensive care units (ICUs) are influenced by several factors. This study investigates the relationship between team background characteristics and team as well as task performance. This study included 105 professionals (26 teams), working at the ICUs of 2 hospitals in Northern Sweden. The team-based simulation training sessions were video recorded, and thereafter, team performance and task performance were analyzed based on ratings of the TEAM instrument and the ABCDE checklist. The final analyses showed that a higher age was significantly associated with better total team performance (β = 0.35, P = 0.04), teamwork (β = 0.04, P = 0.04), and task management (β = 0.04, P = 0.05) and with a higher overall rating for global team performance (β = 0.09, P = 0.02). The same pattern was found for the association between age and task performance (β = 0.02, P = 0.04). In addition, prior team training without video-facilitated reflection was significantly associated with better task performance (β = 0.35, P = 0.04). On the other hand, prior team training in communication was significantly associated with worse (β = -1.30, P = 0.02) leadership performance. This study reveals that a higher age is important for better team performance when caring for a severely ill patient in a simulation setting in the ICU. In addition, prior team training had a positive impact on task performance. Therefore, on a team level, this study indicates that age and, to some extent, prior team training without video-facilitated reflection have an impact on team performance in the care of critically ill patients.

Evaluation of TEAM dynamics before and after remote simulation training utilizing CERTAIN platform

ABSTRACTObjective: The current study examines the feasibility and potential effects of long distance, remote simulation training on team dynamics.Design: The study design was a prospective study evaluating team dynamics before and after remote simulation.Subjects: Study subjects consisted of interdisciplinary teams (attending physicians, physicians in training, advanced care practitioners, and/or nurses).Setting: The study was conducted at nine training sites in eight countries.Interventions: Study subjects completed 2–3 simulation scenarios of acute crises before and after training with the Checklist for Early Recognition and Treatment of Acute Illness (CERTAIN).Measurements and main results: Pre- and post-CERTAIN training simulations were evaluated by two independent reviewers utilizing the Team Emergency Assessment Measure (TEAM), which is a 11-item questionnaire that has been validated for assessing teamwork in the intensive care unit. Any discrepancies of greater than 1 point between the two reviewers on any question on the TEAM assessment were sent to a third reviewer to judge. The score that was deemed discordant by the third judge was eliminated. Pre- and post-CERTAIN training TEAM scores were averaged and compared. Of the nine teams evaluated, six teams demonstrated an overall improvement in global team performance following CERTAIN virtual training. For each of the 11 TEAM assessments, a trend toward improvement following CERTAIN training was noted; however, no assessment had universal improvement. ‘Team composure and control’ had the least absolute score improvement following CERTAIN training. The greatest improvement in the TEAM assessment scores was in the ‘team’s ability to complete tasks in a timely manner’ and in the ‘team leader’s communication to the team’.Conclusion: The assessment of team dynamics using long distance, virtual simulation training appears to be feasible and may result in improved team performance during simulated patient crises; however, language and video quality were the two largest barriers noted during the review process.

Centralized and distributed task allocation in multi-robot teams via a stochastic clustering auction

This article considers the problem of optimal task allocation for heterogeneous teams, for example, teams of heterogeneous robots or human-robot teams. It is well-known that this problem is NP-hard and hence computationally feasible approaches must develop an approximate solution. Here, we propose a solution via a Stochastic Clustering Auction (SCA) that uses a Markov chain search process along with simulated annealing. This is the first stochastic auction method used in conjunction with global optimization. It is based on stochastic transfer and swap moves between the clusters of tasks assigned to the various robots and considers not only downhill movements, but also uphill movements, which can avoid local minima. A novel feature of this algorithm is that, by tuning the annealing suite and turning the uphill movements on and off, the global team performance after algorithm convergence can slide in the region between the global optimal performance and the performance associated with a random allocation. Extensive numerical experiments are used to evaluate the performance of SCA in terms of costs and computational and communication requirements. For centralized auctioning, the SCA algorithm is compared to fast greedy auction algorithms. Distributed auctioning is then compared with centralized SCA.

Leader delegation in global software teams: occurrence and effects

Global teams are an important work structure in software development projects. Managing such complex global software projects presents many challenges to traditional leadership wisdom, in particular, how, why and when the leaders should delegate responsibility and authority. Delegation is considered an important leadership component to motivate and grow subordinates. Cultural differences, skill level disparity and potential competition between different software development sites creates a management context which is much different from where traditional leadership theories were developed. This study investigates leader delegation behaviors in global software teams and explores the reasons and impact of delegation strategies on global team performance. Semi-structured interviews and a survey was used to collect data from global software team managers and members from four countries of a Fortune 100 IT service company. The results of this study include in-depth analysis of hows and whys of leader delegation in global teams and a theoretical model for analyzing global team leader delegation occurrence and effects.

How Does Cultural Diversity in Global Innovation Teams Affect the Innovation Process?

:International firms require the use of global innovation teams to achieve sustained innovation performance. This study researches how cultural diversity effects team and innovation performance. Our longitudinal qualitative study reveals effects of cultural value and of communication style differences within global innovation teams. From 105 interviews in five innovation teams at three different points in time, at three stages of the innovation process, we develop a model for diversity and time effects in global innovation teams. Specifically, we find that diversity in context, time, and power distance strongly influences the performance of global teams. Cultural diversity most strongly affects the feasibility stage.

Building bridges, windows and cultures: Mediating mechanisms between team heterogeneity and performance in global teams

Abstract and Key Results While research on teams shows evidence that heterogeneous composition and global dispersion creates difficulties, it has yet to holistically address how to over-come those difficulties without losing the intended benefits. We describe four mechanisms to mediate the difficulties created by heterogeneous composition and global dispersion on global teams.

The importance of language in global teams: A linguistic perspective

and Key Results ■ Often one of the main problems faced in global teams is that one or more of the team members will need to use a foreign language. This can cause communication difficulties and hinder the performance of global teams. ■ We discsuss in this paper how research in linguistics can help further research on these difficulties in global teams, giving examples of different types of challenges and their implications. Linguistic analysis can enrich our theories about global team management and improve management practice of global teams.

An investigation of the use of global, virtual, and colocated new product development teams

This paper presents the results of an investigation of differences between global, virtual and colocated new product development (NPD) teams. Specifically, we examined whether and how these three types of teams differed in terms of usage, challenges, and performance. A survey of PDMA members was undertaken to collect the data. Out of 103 firms participating in the survey, 54 had used or were using global teams for some of their NPD efforts. Overall, we found that the use of global teams in our respondent firms is rapidly increasing. Our respondents indicated that by the year 2001, approximately one out of every five NPD teams in their companies are likely to be global. However, our respondents also expect that their companies will be using multiple types of teams that is, global, virtual, and colocated, to develop their new products. Our findings also suggest that global teams generally face greater behavioral and project management challenges than either colocated or virtual teams. Global team performance is also lower than the performance of virtual or colocated teams. Are these challenges associated with poorer performance? In examining this question, our results suggest that greater project management challenges are associated with lower performance, for all three types of teams. Surprisingly, behavioral challenges were not associated with performance for any team type. Our results suggest that firms face different problems associated with managing each type of NPD team—global, virtual and colocated. To effectively manage each type of team may, in turn, require that companies and their managers employ different solutions to these different problems. Additionally, companies may find that the preparation they provide to their managers and team members to work in these different team environments may also need to be different. Further research is clearly needed to address these managerial implications.

An investigation of the use of global, virtual, and colocated new product development teams

This paper presents the results of an investigation of differences between global, virtual and colocated new product development (NPD) teams. Specifically, we examined whether and how these three types of teams differed in terms of usage, challenges, and performance.A survey of PDMA members was undertaken to collect the data. Out of 103 firms participating in the survey, 54 had used or were using global teams for some of their NPD efforts.Overall, we found that the use of global teams in our respondent firms is rapidly increasing. Our respondents indicated that by the year 2001, approximately one out of every five NPD teams in their companies are likely to be global. However, our respondents also expect that their companies will be using multiple types of teams that is, global, virtual, and colocated, to develop their new products.Our findings also suggest that global teams generally face greater behavioral and project management challenges than either colocated or virtual teams. Global team performance is also lower than the performance of virtual or colocated teams. Are these challenges associated with poorer performance? In examining this question, our results suggest that greater project management challenges are associated with lower performance, for all three types of teams. Surprisingly, behavioral challenges were not associated with performance for any team type.Our results suggest that firms face different problems associated with managing each type of NPD team—global, virtual and colocated. To effectively manage each type of team may, in turn, require that companies and their managers employ different solutions to these different problems. Additionally, companies may find that the preparation they provide to their managers and team members to work in these different team environments may also need to be different. Further research is clearly needed to address these managerial implications.