Team Level Research Articles

Evaluating the research capacity and culture of an urban Mental Health and Wellbeing Program.

ObjectiveResearch capacity in health care involves the ability to conduct, access, evaluate, and apply research evidence and results in elevated quality of care. Despite its significance, mental health organisations face challenges in assessing and enhancing their research capacity. This study aimed to evaluate the research capacity and culture within a large metropolitan health service's Mental Health and Wellbeing Program (MHWP).MethodsA cross-sectional, observational study using the Research Capacity and Culture (RCC) tool was conducted among approximately 1081 MHWP employees. An online survey recorded staff views on research readiness, interest, motivators, and barriers.ResultsOf 220 survey entries, 100 were completed. The majority were female (n=68), under 40years old (n=51), and employed full-time (n=54). The highest RCC domain score was for organisational culture. Half of the respondents thought research was not part of their role, yet 70% wanted more involvement. Motivators included skill development, while barriers included a lack of time and funds.ConclusionsThe findings emphasise the need for targeted strategies to enhance research culture at the individual level. However, opportunities also exist at the team and organisational levels. The study provided insights that can guide future interventions and capacity-building initiatives.

How online healthcare team evolve into organization: A social network analysis.

The rapid development of online healthcare has greatly promoted the transformation of healthcare service. The effectiveness of online healthcare is enhanced by the team that supports the doctor-patient connection. However, extant researches lack the comprehensive analysis of social networks within online healthcare team. In this study, we aim to clarify the characteristics and models of online healthcare team. This study focuses on the online healthcare context and collects data from online healthcare team. Using social network analysis, the social networks of online healthcare members are also developed as part of the research. This study uncovers the different modes of online healthcare teams from individual, team and organizational levels. These results shed light on the characteristics of an online healthcare team and show that such teams are capable of restructuring social networks. In addition, collaboration between teams allows for the development of multilevel relationships and the potential for the online healthcare team to evolve into a large-scale online healthcare organization. Through social network analysis, this study offers a fresh viewpoint on online healthcare and its implications for management, team construction, and organizational restruction. By examining the characteristics and models of online healthcare team, this research offers valuable insights for improving the overall effectiveness of online healthcare.

Fostering timely integrated palliative care in nursing homes through critical companionship: experiences from a Padi-Palli interventional study in France.

One of the fundamental pillars of integrating a palliative approach in nursing home care is increasing professional competencies and institutional capacity. However, conventional training designs have been proven to fall short of supporting this integration. This paper details the results of a practice development intervention that used critical companionship as a learning design to facilitate the integration of a palliative approach in the care of nursing home residents in France. This study aimed to explore the perceived outcomes of Padi-Palli critical companionship in supporting the integration of a palliative approach in the care of residents in nursing homes in France. Qualitative multiple case study situated within a constructivist theoretic lens. This qualitative multiple case study is part of a larger interventional mixed-method study. Nurses with palliative care clinical expertise facilitated experiential learning with nursing home professionals for 10 months spread across three phases. At the end of the intervention, a purposive sampling method was used to select professionals from six nursing homes that participated, including leaders and critical companions. Focus groups and individual interviews were used to collect data between February 2023 and March 2024. Data analysis followed Braun and Clarke's reflexive thematic analysis. Four interrelated themes explained how Padi-Palli critical companionship enhanced the palliative care competencies of professionals, improved nursing home palliative care practices, supported organisational practices for palliative care and facilitated collaborative learning at the bedside. The collaborative and co-creative principles that informed the delivery of the Padi-Palli critical companionship program facilitated a culture shift towards integrating a palliative approach in resident care at individual, team and organisational levels. Critical companionship offers an innovative practice development approach that can support the delivery of timely palliative care for residents in nursing homes. ID-RCB 2020-A01832-37.

RELATIONSHIP BETWEEN LEADERSHIP STYLES AND WELL-BEING AT WORK

The leadership style that predominates in companies can substantially impact the quality of work, as well as the satisfaction, motivation and well-being of employees, contributing to organizational performance. In this sense, the study aims to analyze the relationship between leadership styles and the well-being of employees in the workplace. The analysis was carried out through quantitative research with data collection using an electronic questionnaire. The sample comprised 145 respondents, 85 of whom were women and 60 were men. It was possible to identify that employee performance is directly related to their level of well-being at work, just as well-being is related to the type of leadership that the environment has. Thus, the study contributes to management literature, providing a reflection on the relationship between leadership styles and well-being, an important factor for organizations, as it is possible to identify the correlations between the two themes and which aspects the leader can follow to improve your relationship with the work team and increase people's level of well-being. In the social sphere, the insights identified in the study allow companies to better manage their teams, providing more humanized and welcoming environments to coexist.

Task Interdependence, Team Identity and Team Performance: A Bottom-Up Multilevel Model

Most research on social identity theory has been separately examined either at the team or individual levels. This paper aims to expand the use of the social identity theory and illuminates an emerging mechanism of task interdependence at the individual level that can affect the nature of the team identity by testing how team power distance act as a moderator Iraqi universities, this study employs multilevel structural equation modeling (MSEM) with Mplus 7.2 to test the model. The results reveal a positive indirect relationship between individual-level task interdependence and team performance through team identity. In addition, team power distance does not moderate a positive relationship between individual-level task interdependence and team identity. This study illuminates the link between task interdependence and team identity, which can eventually occur through a bottom-up mechanism to obtain high team performance. This study is novel for several reasons. First, this study finds a bottom-up mechanism between task interdependence at the individual level to team performance through team identity. Second, this study offers new empirical findings that, in the context of a middle east culture known as the high level of power distance, team power distance (i.e., contextual variable) does not associate with the interdependence of an individual to perform tasks and team identity. In addition, this answers the research call to investigate the dynamic interactions between individuals in teams and team-based overall, which has not been discussed in previous studies.

The Role of Team Psychological Capital and Knowledge Collaboration in Collaborative Innovation Performance: Evidence from TCM Enterprises

This study examines the influence of team psychological capital and knowledge collaboration on collaborative innovation performance within scientific research teams in traditional Chinese medicine (TCM) enterprises. Grounded in social contagion and synergy theories, this research develops a framework to explore how psychological capital impacts innovation outcomes, both directly and through knowledge collaboration. A mixed-methods approach was used, incorporating a structured questionnaire distributed to research teams, with data analyzed via regression and mediation analysis. The key findings reveal that: team psychological capital positively influences collaborative innovation performance; psychological capital significantly enhances team knowledge collaboration; knowledge collaboration directly boosts innovation performance; and knowledge collaboration mediates the relationship between psychological capital and innovation performance. These results highlight the importance of cultivating positive psychological resources and fostering collaborative behaviors to enhance innovation. This study contributes to the literature by extending the understanding of psychological capital and knowledge synergy to the team level, while offering practical implications for improving team dynamics and fostering innovation in TCM enterprises. Future research may explore these relationships in other organizational contexts or industries to further validate the findings.

Workforce agility: a systematic literature review and research agenda.

The definition and operationalization of workforce agility, initially associated with multitasking abilities, have evolved to encompass aspects of adaptability, proactivity, and resilience, which are now widely accepted. However, some authors have expanded this concept by adding elements such as intelligence, collaboration, and social support, leading to confusion and disagreement on how to consistently measure workforce agility. Furthermore, the literature emphasizes the importance of workforce agility in achieving business goals and adopting innovative management models, yet it provides limited structured guidance for future research. This study uses Scopus and Web of Science as the primary databases. The search was not limited to a specific period but included articles up to 2024, with an initial sample of 176 articles. After a screening process based on inclusion and exclusion criteria, 74 articles were included in the thematic analysis and data synthesis. Workforce agility has been positioned as an independent, mediating, moderating, and dependent variable in various studies. Most studies examine workforce agility at the individual level, with only about 10 studies exploring this aspect at the organizational level. However, no research has specifically explored workforce agility at the team level to date. The primary objective of workforce agility research is to expand and connect theories with diverse methodological approaches, including quantitative, qualitative, and mixed methods. As a result, theoretical foundations and inter-variable relationships are established to identify recommendations for future research. More than 25 fundamental theories have been identified and categorized into nine groups. These nine groups were then reformulated into four general theories: Organizational and Management Theory, Communication and Social Interaction Theory, Behavioral and Learning Theory, and Economic Theory. Based on previous research, several recommendations for future research have been outlined, including conducting longitudinal studies, integrating mixed methods, considering the global cultural context, expanding research samples, developing conceptual models, exploring mediating and moderating variables, developing workforce agility theories, creating efficient evaluation methods, and implementing multilevel models.

Clinical audit: principles and practice

Clinical audit is a quality improvement process that seeks to improve patient care and outcomes through systematic review of care against explicit criteria and the review of change. Aspects of the structure, process and outcome of care are selected and systematically evaluated against explicit and specific criteria. Where indicated, changes are implemented at an individual, team or service level and further monitoring is used to confirm the improvement in healthcare delivery. It is one of the six pillars of clinical governance. Clinical audit involves evaluating three key areas of healthcare delivery: structure, process and outcomes. Clinical audit became mandatory for all clinicians in the United Kingdome in 1990 as a contractual obligation, and it has fuelled evidence-based medicine. The five stages of audit are identification of an audit topic, setting standards, data collection, data analysis, and implementation of changes if necessary. Closing the audit cycle by re-auditing to reassess if implemented changes have had led to improvements. Audit could be indicated for quality assurance against local or national guidelines or because of recent adverse events or patient complaints. It should be specific, measurable, achievable, realistic (or relevant), and time bound. If no guidelines available, adoption of self-constructed standards will be necessary. Once completed, it should be shared with all stakeholders, including clinicians and management. Implementation of changes is essential, although it can be difficult. It needs a buy in and enthusiasm of all. Audit is now an important part of modern clinical practice. It drives improvement and effectiveness culture, and it is a duty we owe to our patients.

The Effect of 8 Weeks Preparatory Training Program on Body Composition and Blood Parameters in Elite Wrestlers

The aim of this study is to evaluate the effects of an 8-week training program applied during the preparatory period of elite-level wrestlers on blood parameters and body composition. This study involved the voluntary participation of 10 Greco-Roman wrestlers competing at the national team level and achieving rankings in international tournaments. The participants had an average age of 22.00 ± 3.2 years, an average height of 172.00 ± 8.4 cm, and an average weight of 80.50 ± 11.9 kg. These wrestlers had approximately 12 years of wrestling experience. An 8-week preparatory training program, prepared by experts and coaches, was implemented for participant wrestlers. This training program was applied at the national team level and in the adult category. It was carried out following a 20-day active rest period during the offseason. The following tests and measurements were conducted at the beginning and end of the training program. The data obtained were statistically analyzed using SPSS version 10.0. The mean values and standard deviations of the measured parameters for all participants were calculated. The paired-sample t-test was applied to identify differences between pre and post 8-week preparatory training program. When the participants' blood lipid values were examined, no significant difference was observed in HGB and HCT values between the pre-test and post-test, while RBC and WBC values showed a statistically significant increase (p0.05). When the participants' body composition values were examined, a significant decrease was observed in body fat percentage (BFP) and body fat mass (BFM), while there was a significant increase in lean body mass (LBM) (p0.05). In conclusion, it has been determined that the 8-week preparatory training program has positive effects on weight, body fat percentage, lean body mass, MaxVo2, strength, and immune health.Keywords: Body Composition, Hematological Parameters, Training Program

The impact of innovation failure: Entrepreneurship adversity or opportunity?

Innovation is key to the economic performance of firms. However, several types of risks and uncertainties often lead to high failure rates in innovation projects, to the extent that failure is now considered a typical step in an innovation process. If innovation failure was provoking stress in the past, the current socio-economic contexts makes if it something to regularly deal with and learning from. However, there still is a dilemma on whether innovation failure should be considered as an opportunity or a trauma for the firm. Exploring the three steps of an innovation failure, that is identifying, analyzing and experimenting, the present research offers new insights on the nature of innovation failure at an individual and team levels. In particular, via an inductive approach this study provides fours key approaches to understanding innovation failure. First, we have uncovered a wide range of approaches to organizational management and ‘Spaghetti’ organizational models of innovation that perceive failure as an opportunity for the innovation process. Secondly, our study identified what seems to be a widespread perception of innovation failure as a trauma, which encourages the culture of openness to failure and to share knowledge of failing innovations. Such views apply not only at organizational but also at individual and team levels. Third, our results serve to encourage individuals, teams and organizations to find new ways to learn from failures in innovation projects, and to have a less centralized management and control over innovation. Fourth, in our perception of the domain, failure could become the ‘new normal’ and a mean to generate new knowledge. This stimulates new directions in the decision-making process, towards novel pathways to innovation.

Towards complementary and integrated care through collaboration between nurses and general practitioners in Flanders: a co-design approach

Background: Primary care systems are challenged by demographic, social, and technological evolutions. Changing care needs due to an aging population, increasing noncommunicable diseases, and multimorbidity affect the service capacity and quality of care. These complex care questions increase the need for interdisciplinary collaboration. Within the general practice (GP), the collaboration between general practitioners and nurses is rising. Research shows that 80% of the Belgian practices that already employ a nurse are convinced of the added value of the collaboration. Moreover, nurses provide cost-effective and high-quality chronic care with high patient satisfaction. The position of a nurse in a GP is still rare in Flanders. The integration of nurses in primary healthcare is challenging.
 Aim: The aim of this research project was to (1) identify barriers and facilitators of integrating nurses in GPs in Flanders, and to (2) co-design a nurse-led method supporting the collaboration within GPs in Flanders.
 Method: A two-phase participatory action research design was implemented. The first phase identifying barriers and facilitators, consisted of a literature review, interviews with stakeholders (n=12), non-participating observations of conversations between nurses and general practitioners at the start of their collaboration (n=11), and 2 focus group discussions with nurses and general practitioners. The second, co-design, phase consisted of semi-structured interviews with practice nurses (n=9) and a co-creative focus group session with nurses (n=5). An advisory committee of experts in the field of GP, nursing, primary care, education, and research guided the research process.
 Results: The first phase identified five important topics and the decision-making process of the collaboration with a nurse: (1) pre-employment needs assessment of the GP, (2) match between nurses and general practitioners, (3) employment status of nurses, (4) onboarding process, and (5) optimalisation towards complementary collaboration. Next, barriers and facilitators were identified on (1) systemic level such as financial barriers, (2) clinical level such as experience in patient consultation, (3) team level such as collaboration within teams, and (4) inter-personal behavioral determinants such as trust, entrepreneurship, and appreciation.
 Subsequently, the advisory committee prioritized the onboarding process. The second phase identified a heterogeneity within onboarding processes with common success factors on clinical, team and inter-personal level. Various individual and context-related success factors were identified such as the degree of collaborative culture, years of work experience, soft skills such as mentorship, experience with the employment of nurses, and the type of GP. Final, the focus group rated seven success factors as important and urgent of which the ‘culture of collaboration’ and ‘the match on vision’ were prioritized. Within the co-design session, a project idea that guides GPs in realizing their vision to strengthen a collaborative culture was developed.
 Conclusion and next steps: Collaboration between nurses and general practitioners is an essential prerequisite within the process towards complementary and integrated care. The need is to take into account the personal tasks, roles, competencies, and how they fit within the team and with the vision on collaboration. The project idea will be prototyped, tested, and adapted through co-design sessions with relevant stakeholders.

Transdisciplinary assessment frame as leverage for integrated care

In patients with severe, complex, and long-lasting psychiatric problems, psychopathology becomes intrinsically intertwined with personality, biological, social, and existential well-being. Consequently, the share of experience of general well-being becomes more critical. Therefore, apart from standard evidence-based treatment, added guidelines and good practices concerning suicidality, lifestyle, family impact and resource, human custodial measures, collaboration with patients and their expertise, and spiritual and existential guidance, complement standard guidelines. Unfortunately, these extra guidelines are used only as an add-on with traditional treatments or separated in a recovery approach where treatment would no longer be the focus. Because of the lasting need for integrated and precision care in these patients, UPC Duffel Belgium started an integrated plan for precision care. The first step in this plan was the development of a three-level assessment frame, a 'general treatment' backbone as leverage for uniting the different specializations, and a frame in which all interdisciplinary and transdisciplinary activities find their place. The next step is the collaborative use of the system and implementation of the associated skills and attitudes for all participants.
 The first person-centered level is the individual psychotherapeutic level at which criteria for treatment indication are evaluated in an overview that prioritizes with the patients’ different problems, systematically organized in four axes. Axis I, of distant fixed factors of nature and nurture is associated with the latent intrapersonal or permanent contextual or cultural factors (Axis II). The outcome behavior Axis III shows problem behaviors as a flip side of their associated therapeutic goals, followed by Axis IV with direct behavior-triggering and factual temporary, environmental, and relational/contextual factors. This case conceptualization is feasibly visualized and translated into a short explanation and hope inspiring narrative with the patient. 
 The second interdisciplinary level is the team level, at which treatment criteria are evaluated in the context of the treatment history. The staff and the patient check ten points: identification of the patient, triggering events for admission, previous treatments with successes and failures, important influences of personality, contextual or cultural factors as far as conditional for the present treatment, preferences of the patient, short term risks, long term risks, treatment priorities, ultimate goal and deselected treatment targets, criteria for dismission and contextual points of attention. Experience experts coach patients, using these points as a guide, to emancipate these patients to equality and to informed negotiator in their treatment, thus obliging the teams to prepare for a transparent discussion. 
 The third transdisciplinary level is the hospital level which automatically and repeatedly evaluates the stay's effect by Routine Outcome Monitoring in all domains of functioning as in the International Classification of Functioning model (ICF). This model provides an overview of functioning, activity, and participation problems and resources and indicates the right places for engaging in transdisciplinary actions and collaboration beyond the restricted cure field of psychiatry. The functioning chart is a hinge that connects the psychopathology frame and the complementary positive health domains as both map on the same ICF scheme.

Perspectives on Nurse Retention in Hospitals in the Netherlands: A Qualitative Study

Aim. To explore hospital nurses’ perceptions of working conditions that affect their retention and to identify preconditions for retention across nursing subgroups and informants directly involved in the work that nurses do. Introduction. Understanding why nurses want to stay in their job is essential for hospitals to improve retention and develop policies to combat nursing shortages. Retention barriers are known, but mostly pre-COVID-19 and in specific nursing subgroups, while nursing teams are diverse in life phase, education, and expertise. Materials and Methods. A qualitative study with semistructured focus group interviews with nurses from different hospitals. We held interviews with nursing students and with newly graduated, experienced, specialized, and master-educated nurses. In addition, we held interviews with informants directly involved in the work that nurses do. Results. Three themes concerning the perceptions of working conditions and retention preconditions were identified among subgroups: (1) nurses finding their personal pathway, indicating work that fits individual challenges during the life course and work that matches personal motives and authority and control over professional practice; (2) constructive collaboration within the nursing team and with their manager and physicians; and (3) availability of supportive facilities, e.g., development, professionalization, working environment, and rewards. Conclusion. Elements for retention occur at individual, team, and organizational levels. Nurses find it important that their profession aligns with their personal pathway and are motivated by constructive collaboration in a stimulating team. They emphasized organizational support in realizing career tracks and in active participation in decision-making. These themes are consistent across subgroups and encompass multiple interacting elements. Implications for Nursing Management. By recognizing and understanding what takes place at these different levels, policymakers and managers can develop effective strategies to promote nurse retention and improve healthcare quality. While implementing and monitoring a broad retention program, managers must remain attentive to nurses’ perceptions of retention preconditions amidst changing demographics and the impact of COVID-19.

Unforeseen emotional labour: A collaborative autoethnography exploring researcher experiences of studying Long COVID in health workers during the COVID-19 pandemic

Emotional labour or emotion management describes regulation of feelings to fulfil specific job roles, discussed extensively around commercial and caring professions and more recently qualitative researchers. During the COVID-19 pandemic, this was heightened due to changes in the socio-political context affecting individual circumstances and research practice, yet accounts pertaining to qualitative researchers are lacking.This paper presents a collaborative autoethnographic account of the emotional labour experiences of researchers working on a longitudinal, mixed methods study on the lived experiences of healthcare workers with Long COVID in Scotland during the pandemic. The types, intensity and impacts of the emotional labour was unforeseen at the outset, rooted in a culmination of unique factors that transpired over time: circumstances pertaining to the socio-political context; the novelty, unpredictability and devastating nature and impacts of Long COVID illness; the levels of participant distress and their unfulfilled support needs. In response, researchers engaged in a range of types of emotion management - Strategic emotion work; Emotional reflexivity; Emotion work to cope with emotive dissonance and Managing relationships. This was additionally challenging given the already difficult homeworking and lockdown climate balancing workplace and personal responsibilities, and by the necessary use of remote methods for both data-gathering and interacting with colleagues, which impeded our ability to provide and receive support. Critically, emotional labour needs to be recognised, acknowledged and formal plans put in place to support researchers across individual, research team and institutional levels, with consideration of socio-political influences at the time of study.

Strategies for the implementation of Goal Oriented Care through the lens of Valentijn’s Rainbowmodel for integrated care.

Short: With the use of the Rainbowmodel of Valentijn as a guide you will discover how to develop an integrated implementation strategy for goal oriented care across the system as a catalyst for person centered system integration.
 Why: Health systems are in constant transformation to optimize integrated care delivery for patients with complex needs. One of the suggested strategies for person centered integrated care delivery (PC-IC) is an explicit focus on patients’ personal goals throughout care delivery. This should reorient the focus on disease oriented quality indicators to outcomes that matter to people. To get this focus on patients goals implemented throughout the system, actions in practice, research, and policy are required. An approach that highlights the importance of explicitly starting from the patients' personal goals is goal oriented care (GOC). When we look at the implementation of GOC through the lens of Valentijn's rainbow model we can identify different strategies for sustainable and integrated implementation of this person centered approach.
 Audience: Everyone with interest in person-centered integrated care and/or goal-oriented care and anyone on how this approach can be supported and adopted throughout the system.
 Structure
 Introduction 20’
 Group work 35’
 Plenary discussion 25’
 Wrap up and key messages 15’
 How to engage
 The workshop will start with a short introduction on why GOC could serve as a catalyst for person-centered system integration. Consequently the speakers will walk the group through the different levels (arcs) of Valentijn's model for integrated care showing examples of how different GOC projects in research, practice, teaching and policy are conducted at the different levels and how they focus on functional and/or normative integration.
 Next, the group will be divided in small groups who each will focus on a separate arc from the rainbow model (the citizen/patient/informal caregivers level, the providers/clinical level, the interprofessional team level, the organizational level and the policy level) A moderator will facilitate a group discussion about how GOC could be supported at that specific level and how. The rainbow model will act as a visual aid and will be used as a surface for post-it notes, to further facilitate interaction.
 After the brainstorm in small groups, the ideas from the different arcs will be reported back in a plenary discussion. The discussion will serve as inspiration to help participants think about how they can support the implementation of GOC (or other concepts) starting from their individual context and position & to see how initiatives at different levels also mutually reinforce each other.
 How are you going to summarize the take home messages? Following the group discussion, four junior GOC researchers will report on the lessons they have learned throughout the workshop, using the rainbow model as a guide. They will reflect on how the group discussions resonate with their own research and how the group’s reflection created perspectives for future research and implementation work both at the local and at the international level.

Advancing Project Management Methodologies: An In-Depth Analysis of Jira in Managerial and Developmental Contexts

A study was conducted to examine the satisfaction levels of project teams with the Jira mobile application, a leading project management tool, in Saudi Arabian companies. Through usability tests and surveys, the research addresses three key questions related to the satisfaction of project managers and developers with Jira mobile application and improve their experiences. While most project managers found Jira to be an efficient and easy-to-use tool, some suggestions for improvements were made, including the ability to edit, delete, and clone projects as well as a resource management ability. Similarly, developers have reported that Jira has significantly improved task tracking and status monitoring, while also suggesting improved mobile functionality. Usability testing and surveys highlighted specific issues with Jira's mobile application and provided recommendations for enhancement. The study aims to empower project teams with effective management capabilities through Jira.

IMPLEMENTING AGE-FRIENDLY HEALTH SYSTEMS: SCALING 4MS CARE ACROSS VA

Abstract The U.S. Department of Veterans Affairs (VA) provides health care to 9 million enrolled Veterans across a variety of settings. Nearly 50% of enrolled Veterans are age 65 and older, compared to 16% of the U.S. population. The VA has set out to become the largest integrated Age-Friendly Health System (AFHS), using the 4Ms as a framework to improve care for older adults: what Matters, Medication, Mentation and Mobility. When implemented together, the 4Ms allow interprofessional teams and health systems to provide care consistent with what Matters to each older adult. Since joining AFHS movement in 2020, over 190 care settings at 100 VA facilities have earned recognition from the Institute for Healthcare Improvement (IHI). VA has identified key drivers to scale-up and spread 4Ms care at the national, local, and team level. Drivers include active and visible national leadership, building a coalition of local champions, and regular commmunication with teams. VA has accelerated adoption of the 4Ms by following IHI’s Action Community (AC) model. At close of registration, 145 teams from 69 VA facilities enrolled in the VA AC. The VA AC offered a series of monthly webinars and coaching calls to empower teams to create a 4Ms plan building on exisiting best practices. In addition to using evidence-based tools identified by IHI, teams may also leverage VA clinical innovations to support their 4Ms plan. Implementation of AFHS provides a framework for interdisciplinary teams to continuously improve Veteran-centered care and ultimately, fulfill VA’s mission to honor America’s aging Veterans.

DEVELOPMENT OF AN EVIDENCE-BASED FRAMEWORK FOR INNOVATION READINESS OF LONG-TERM CARE ORGANIZATIONS

Abstract Increasing innovation readiness of long-term care organizations is vital to ensure future provision and affordability of care delivery. Against this background, there is a need to obtain more insight into the factors that may lead to innovation readiness of long-term care organizations. Therefore, we conducted a scoping review and an interview study. The scoping review was based on the framework from Arksey and O’Malley and included 44 studies. The interview study was conducted with 16 stakeholders having a professional role in long-term care for older adults in the Netherlands: academics, (top)management, innovation managers and consultants. Based on the results of both studies, we propose a framework of factors contributing to innovation readiness. The framework consists of five main factors enabling innovation readiness of long-term care organizations for older adults: 1) strategic course for innovation 2) innovation journey 3) leadership for innovation 4) learning for innovation and 5) innovative organizational culture. The collective findings support the notion that for innovation readiness the interplay of main factors is vital and benefits from an approach at the individual, team, organizational and inter-organizational levels. Furthermore, our findings indicate that some factors might be more conditional and other factors might play a more supportive role. Research into innovation readiness of health care organizations is a rather new field. Further research directed toward a framework for innovation readiness might deliver a structured approach for managers of long-term care organizations to embed and assess innovation readiness.

Reputation incentive model of open innovation of scientific and technological-based SMEs considering fairness preference

The participation of external scientific research teams is an important support for the success of open innovation of scientific and technological-based small and medium enterprise (SMEs). The incentive mechanism should not only focus on traditional influencing factors but also on the scientific research innovation team’s internal characteristics and external environment. Considering the fairness preference of scientific research innovation teams, this paper constructs an open innovation reputation incentive model for scientific and technological-based SMEs and discusses the impact of relevant factors on the reputation and effort level of scientific research innovation teams under the situation of complete information and incomplete information. The results show that: (1) under the condition of complete information, the fairness preference of scientific research innovation teams is positively related to reputation incentive other than the effort level; (2) under the condition of incomplete information, the fairness preference of scientific research innovation teams has no significant impact on the reputation incentive but is negatively related to the effort level; (3) whether considering the fairness preference or not, the effort level and innovation capability of the scientific research innovation teams are positively correlated with the reputation incentive, while the effort cost, risk aversion coefficient, income distribution coefficient, and variance of external environment variable are negatively correlated with the reputation incentive; (4) the innovation ability of scientific research innovation teams is positively related to the effort level, while the effort cost, risk aversion coefficient, and variance of external environment variable are negatively related to the effort level.

How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance

PurposeThe present study was conducted to investigate the relationship between team-level inclusive leadership perceptions, team thriving, and team proactivity as well as the moderating effect of team power distance on these relationships.Design/methodology/approachA two-wave survey study of 365 manufacturing employees comprising 85 teams in an organization in Eastern China was used to test the hypotheses.FindingsThe findings indicate that inclusive leadership stimulates collective thriving, which then promotes team proactivity. In addition, team power distance negatively moderates the relationship between inclusive leadership and collective thriving, as well as the indirect effect of inclusive leadership on team proactivity via collective thriving.Originality/valueThis study is one of the first to investigate the effects of inclusive leadership at the team level, and answers recent calls to investigate the mechanisms linking leadership-related constructs to team-level proactivity. The authors also identify an important boundary condition to the effects of inclusive leadership in team power distance.