To advance our understanding of interdisciplinary teamwork in complex organizations, we present four papers that leverage diverse methods to identify processes that bridge the gaps across disciplines and support quality and innovation. The papers include a broad range of specific healthcare settings, countries (e.g., United States, Israel), and using different research methodologies and analyses (e.g., systematic literature review, qualitative, quantitative, multi-sourced surveys, multilevel models). We identify multiple teamwork processes (e.g. problem solving, mechanized patient follow-up, professional cooperation, and cooperation with patients) that are common across interventions and settings. Specifically, we begin with the current state of empirical evidence by presenting a systematic review that identifies roles and teamwork processes that improve quality outcomes in the peri-operative period. We follow with a paper exploring the paradox of lean management and innovation and if hospitals differ from R&D in their association with quality and innovation. We continue with a paper covering the different impacts of social compared to functional team processes to improve quality of care. We end with a qualitative investigation of individual compared to collective improvisation. Together these studies help advance the science of interdisciplinary teamwork towards supporting high-quality care and innovative performance. Team Processes to Improve Quality in Perioperative Cancer Care: A Systematic Review Presenter: Karleen F. Giannitrapani; Stanford U. / VA Palo Alto The Paradox of Lean Management and Innovation: Are Hospitals Different than R&D? Presenter: Tal Katz-Navon; Arison School of Business, Reichman U. (IDC), Israel The association between social and functional integration and care quality Presenter: Micah Aaron; Harvard Medical School Improvisation as Defense Under Crisis: Applying A Mixed-Level Approach in Response to Covid-19 Presenter: Zhanna Novikov; Stanford U.
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