Delayering Research Articles

Implementing Buurtzorg-derived models in the home care setting: a Scoping Review.

Buurtzorg is a pioneering healthcare organization founded in the Netherlands. Buurtzorg has established independent, self-managing teams of nurses and promises high-quality home care at a lower cost through person-centered care, continuity of care, building trusting relationships, and networks in the neighborhood. Traditional home care services are increasingly reorganized according to the Buurtzorg-principles. This review aims to describe the experiences gathered during the implementation of the Buurtzorg-derived model outside the Netherlands. It further outlines their potential effects. Scoping Review. Several electronic databases were searched for relevant articles, supplemented by hand-searching and internet searches for gray literature. Various publication types that described the implementation of the Buurtzorg model or its outcomes in countries other than the Netherlands were included. The data were analyzed using qualitative content analysis. Two authors coded the data in several cycles and created categories and subcategories. The review identified 25 publications reporting the experiences or outcomes of Buurtzorg-derived models outside the Netherlands. Upon implementing elements of Buurtzorg, the home care organizations adopted a person-centered care approach, with improved communication with patients and family caregivers, and could establish new networks with other services. The main challenges were related to the self-managed working culture, the organizational framework, or national healthcare policies, which hindered the implementation process. The implementation of Buurtzorg-derived models is complex, challenging, and requires adaptations on several levels: upskilling of networking and staffing competencies in teams, leadership and IT requirements in the organization, and policy changes in the healthcare system. Individualized approaches and solid conceptual preparation are required for implementation. Experiences with the implementation of Buurtzorg in home care services outside the Netherlands. A scoping review @HegeduesAnna.

Spatial self-segregation of pioneer cyanobacterial species drives microbiome organization in biocrusts

Microbial communities are typically characterized by some degree of self-organization. In biological soil crust (biocrust) communities, vertical organization of resident populations at the mm scale is driven by organismal adaptations to physicochemical microniches. However, the extent of horizontal organization and its driving processes are unknown. Using a combination of observational and genetic mapping, we provide evidence for a highly defined, horizontal self-organization (patchiness) at the mm to cm scale in a successionally early biocrust community dominated by the pioneer cyanobacteria, Microcoleus vaginatus (Microcoleaceae) and Parifilum sp. (Coleofasciculaceae). Experiments with representative isolates of each species demonstrate that the phenomenon is driven by active spatial segregation based on cross-species sensing through the exometabolome acted upon with motility responses. Further, we show that both species share the ability to enrich for specialized cyanospheres of heterotrophic bacteria at smaller scales, and that these cyanospheres are characterized by compositional host-specificity, thus expanding the reach of spatial patchiness beyond primary producers. Our results highlight the importance of specific microbial interactions in the emergence of microbiome compositional architecture and the enhancement of microbial diversity.

Who’s the boss? The persistence of entrepreneurial hierarchy in flat organizations

Nicolai Foss and Peter Klein argue persuasively that the “bossless narrative” behind calls to abolish management hierarchy does not withstand serious scrutiny. Although bossless or flat organizations sometimes work well under relatively certain and stable conditions, in more dynamic and time-sensitive situations they typically struggle with innovation, scale, and longevity. In contrast, management hierarchy performs valuable economic functions by solving coordination and cooperation problems, and providing a framework in which employees can make decisions. Valve is a useful example of a company that replaced formal with informal hierarchy, and which has struggled with creative inertia produced by a lack of formal management. Nevertheless, despite these and many other insights into the bossless company that can be found in Foss and Klein’s book, there is still much scope for new research on it throughout the management disciplines and social sciences.

Managers matter less than we think: how can organizations function without any middle management?

Are managers necessary for organizations? Could organizations function without them? To answer, we must separate between two questions: are top managers necessary? And are middle managers necessary? I argue that larger organizations are prone to need someone to have oversight of the wholeness and to take responsibility for its design and development. Given the dedication and time commitment needed to fulfill that role, it is virtually impossible to have a larger organization without any top management. However, a large organization with top management and frontline employees—but no managerial layers in between—is already a much more realistic possibility. It typically requires having autonomous, self-managing teams empowered to make all the necessary decisions related to their own work, accompanied by certain structural solutions (often enhanced by ICT) solving key information- and coordination-related tasks that are traditionally taken care of by middle managers. Often specific coach roles also emerge. In principle, if working substitutes are found to all tasks traditionally taken care of by middle managers, an organization can be functional and successful without any managerial layers. I examine a few successful examples of such organizations, Buurtzorg and Reaktor, while also highlighting key boundary conditions for when, where, and how self-managing organizations can succeed. I conclude by distinguishing between structure and hierarchy, arguing that while self-managing organizations are characterized by high levels of decentralization, their functionality is ensured through having enough structure, thus combining low hierarchy with adequate structure to find the most functional form of organizing in a particular context.

Exploring Factors that Cause Rt Mart's High Rate of Employee Turnover from the Perspective of Organizational Behavior

The competition in the retailing industry in China is fierce. Retail players compete for the limited market share based on cheaper but higher quality goods and services. Rt-Mart is a leading retailer in China, with wide distribution networks based on its online and offline networks. Depending on its extensive distribution networks in China, Rt-Mart can achieve an effect of scale in reducing suppliers' bargaining power and cost in inbound and outbound logistics. Just the economy of scale is not enough for Rt-Mart. Rt-Mart also tries to minimize the labor cost, although it has benefited from the pandemic purchase during the COVID-19 in China. The decrease in labor cost meant a low wage and an opportunity of no pay for overtime work or overloads. As a result, a high employee turnover rate is ordinary throughout China's retailing industry. This article then identifies the factors that cause the high employee turnover rate from the organizational behavior perspective. Three factors are founded in this article, namely: the organizational culture, the leadership style, and the motivation at Rt-Mart. Rt-Mart's organizational culture is authoritarian, which is harmful to smooth and open communication between the management and employees. Its leadership style is transactional, which emphasizes results rather than the actual needs of followers. Furthermore, Maslow's Need Hierarchy theory poorly motivates employees in the lower levels. Therefore, to reduce the high employee turnover rate, this article recommends that Rt-Mart consider the following three tips: self-management team, developing transformational leadership, and cultivating an organization that embraces teamwork, respect, fairness, and recognition.

Task uncertainty on the relationship between social hierarchy and leadership emergence

Self-managing teams have gained popularity, yet those teams in practice often have limited formal hierarchical differentiation, formal order, or imposed coordination. Social hierarchy has functions of establishing order and facilitating coordination, and it plays important roles in teams where team members autonomously interact and manage tasks. Two important forms of social hierarchy, status and power, critically affect how individuals on a team emerge as leaders, and thus help self-managing teams’ coordination. In the current study, two questions are explored: 1) How do informal status and power affect leadership emergence in project teams? 2) How do team task types affect the relationship between informal status/power and leadership emergence in project teams? A field study was conducted in a consulting firm in South Korea. The results show that the high-status individuals are most likely to emerge as leaders of project teams, and that the relationship between status and leadership emergence is stronger in teams dealing with highly uncertain tasks.

The implementation and outcomes of self-managing teams in elderly care: A scoping review.

We aim to map the existing evidence and gaps in research on the implementation and outcomes of self-managing elderly care teams. Due to increasing demand for elderly nursing care and an ageing workforce, recruiting and retaining community nurses have become challenging. Implementing self-managing teams may be a solution to address this problem. This scoping review included 27 studies, varying from narrative reviews to a quantitative cross-sectional study. The studies' primary focus on self-managing teams was essential for eligibility. Nurses' job satisfaction was high in self-managing teams due to improved relationships with patients and increased autonomy. Continuity of care and patient acceptability were high. Transformation of managers to coaches in a team with a flat hierarchy is needed to empower nurses with responsibility for their own work. Trust and teamwork should be assisted by suitable ICT support systems. International interest in self-managing teams is large, but quantitative research is limited and guidelines for implementation are needed. Recommendations for potential successful implementation were made. Nurse autonomy and job satisfaction can increase by implementing self-managing teams. This requires a change in management styles, from managing to coaching nurses.

Trust-based service innovation of municipal home care: a longitudinal mixed methods study

BackgroundIn Scandinavia, various public reforms are initiated to enhance trust in the healthcare services and the public sector in general. This study explores experiences from a two-step service innovation project in municipal home care in Norway, coined as the Trust Model (TM), aiming at developing an alternative to the purchaser-provider split (PPS) and enhancing employee motivation, user satisfaction, and citizen trust. The PPS has been the prevalent model in Norway since the 1990s. There is little empirical research on trust-based alternatives to the PPS in healthcare. The overall objectives of this study were to explore facilitators and barriers to trust-based service innovation of municipal homecare and to develop a framework for how to support the implementation of the TM.MethodsThe TM elements were developed through a comprehensive participatory process, resulting in the decision to organize the home care service in small, self-managed and multidisciplinary teams, and trusting the teams with full responsibility for care decisions and delivery within a limited area. Through a longitudinal mixed methods case study design a) patients’ expressed values and b) factors facilitating or preventing the service innovation process were explored through two iterations. The first included three city districts, three teams and 80 patients. The second included four districts, eight teams and 160 patients.ResultsThe patient survey showed patients valued and trusted the service. The team member survey showed increased motivation for work aligned with TM principles. Both quantitative and qualitative methods revealed a series of facilitators and barriers to the innovation process on different organizational levels (teams, team leaders, system). The key message arising from the two iterations is to keep patients’ values in the centre and recognize the multilevelled organizational complexity of successful trust-based innovation in homecare. Synthesizing the results, a framework for how to support trust-based service innovation was constructed.ConclusionsTrust-based innovation of municipal homecare is feasible. The proposed framework may serve as a tool when planning trust-based innovation, and as a checklist for implementation and improvement strategies. Further research is needed to explore the validity of the framework and its replicability in other areas of healthcare.

The influence of team cultural value orientations on norms of conduct in hybrid teams: Implications for team cohesion and performance

We advance team composition research by adopting a team-norms perspective to examine the effects of team members’ cultural value orientations—collectivism and uncertainty avoidance orientation—on team functioning and performance in hybrid teams (i.e., teams combining face-to-face and mediated communication). Using data collected at three points in time from a sample of self-managing project teams, results support our proposed theoretical model. Team members’ mean level of collectivism and uncertainty avoidance both positively relate to norms of conduct in a team. In addition, team norms indirectly influence team performance through cohesion when team virtuality and team task knowledge are both high, with team virtuality moderating the team norms–cohesion relationship, and team task knowledge moderating the team cohesion–performance relationship. Our findings suggest that characteristics of contemporary teams—team cultural value orientation and team virtuality—have important implications for how norms for acceptable conduct develop and their consequences for team performance.

Weimars Wirkung. Das Nachleben der ersten deutschen Republik ed. by Hanno Hochmuth, Martin Sabrow, and Tilmann Siebenreichner

Reviewed by: Weimars Wirkung. Das Nachleben der ersten deutschen Republik ed. by Hanno Hochmuth, Martin Sabrow, and Tilmann Siebenreichner Jonathan Wipplinger Weimars Wirkung. Das Nachleben der ersten deutschen Republik. Edited by Hanno Hochmuth, Martin Sabrow, and Tilmann Siebenreichner. Göttingen: Wallstein Verlag, 2020. Pp. 232. Cloth €24.00. ISBN 9783835337817. What remains of the Weimar Republic today? What is the political legacy of Weimar as Germany's first democracy? And what impact has Weimar had on the political history of Germany since 1933? These and other compelling questions motivate this volume of revised lectures originally delivered in 2018/2019 as part of a Ringvorlesung on the same subject. Divided into two sections, essays in the first half contain historical snapshots that radiate centrifugally from the Weimar Republic outward, while the contributions in the second half consider the afterlife of Weimar, demonstrating the centripetal impact of Weimar in the Nazi era and in divided Germany, especially the 1950s and 1960s. The primary purpose of the volume is less a direct exploration of contemporary comparisons to Weimar than an attempt to offer a historical overview of the role Weimar has played in twentieth-century German political history. The volume thus begins with Martin Sabrow's introductory sketch of the collection's core concern: Weimar's political legacy. Sabrow rereads debates about central, [End Page 583] contested political symbols of Weimar (the flag colors, constitution, national anthem and even images like the photograph of Ebert and Noske bathing) and, against their interpretation as indicative of the Weimar coalition's ineptitude in this arena, he interprets these debates as evincing, amongst other things, Weimar politicians' resistance to the pomposity of politics in Wilhelmine Germany. The next five essays, i.e. those that make up the first section, take a Weimar-era historical context and show its later impact. Tilmann Siebeneichner's opening essay discusses the multiple functions of the idea of the emergency situation (Ausnahmezustand) during Weimar and after. Here he usefully distinguishes between competing understandings of the concept as a revolutionary, destabilizing and as a conservative, stabilizing force. Claudia Weber's essay considers Soviet-German relations from the perspective of the joint airline DERULUFT and shows how continuity rather than rupture defined this relationship in the interwar period. Next, Andreas Nachama argues for conceptualizing the Nazi party as a modern big tent party (Volkspartei), in particular by dint of its horizontal organization into suborganizations for specific social groups. Michael Wildt, meanwhile, treats the history of the concept of the Volksgemeinschaft and its uses before, during and, of course, after Weimar. Though initially used by parties of the Weimar coalition to signify the overcoming of political difference, the inherent ambiguity of the word "Volk" could and did lead to racialized acts of exclusion by the Nazis and right-wing groups. Stefanie Schüler-Springorum's essay concludes the first section by building on this idea. She discusses the historical development in antisemitic ideology and political practices on the right during Weimar. She argues that Weimar's antisemitic legacy was interrupted in the post-war era not by the horrors of the Holocaust, but by a top-down change in the social elites, especially the churches. Contributions in the second section approach Weimar from the outside, exploring how different contemporary moments have understood the relevance of Weimar for "today." The first essay by Hanno Hochmuth, unique in its contemporary framework, investigates the popular television series Babylon Berlin as a moment of nostalgia that selectively appropriates motifs from the Weimar era to showcase internationally recognized myths about Berlin, e.g., its "poor but sexy" image. Annette Vowinckel's selection reveals Weimar's impact on German visual culture through the medium of photography. In it, she tracks an important set of Weimar-era innovations and innovators in photography across the twentieth century and into today. Henrik Bispinck's essay shifts from media to pedagogy and after an overview of the many, ultimately unsuccessful attempts at a reform of the education system during Weimar. Bispinck discusses the impact of the reform movement on East and West German education systems in the 1950s and 1960s. The final four essays shift back toward the more narrowly political. While rooted in...

Visualizing Dunhuang: The Lo Archive Photographs of the Mogao and Yulin Caves

Visualizing Dunhuang: The Lo Archive Photographs of the Mogao and Yulin Caves

Non‐Local Eddy‐Mean Kinetic Energy Transfers in Submesoscale‐Permitting Ensemble Simulations

AbstractUnderstanding processes associated with eddy‐mean flow interactions helps our interpretation of ocean energetics, and guides the development of parameterizations. Here, we focus on the non‐local nature of Kinetic Energy (KE) transfers between mean and turbulent reservoirs. Transfers are interpreted as non‐local when the energy extracted from the mean flow does not locally sustain an growth of energy in the turbulent flow, or vice versa. The novelty of our approach is to use ensemble statistics to define the mean and the turbulent flow. Based on KE budget considerations, we first rationalize the eddy‐mean separation in the ensemble framework, and discuss the interpretation of a mean flow driven by the prescribed (surface and boundary) forcing and a turbulent flow u′ driven by non‐linear dynamics sensitive to initial conditions. We then analyze 120‐day long, 20‐member ensemble simulations of the Western Mediterranean basin run at resolution. Our main contribution is to recognize the prominent contribution of the cross energy term to explain non‐local energy transfers, which provides a strong constraint on the horizontal organization of eddy‐mean flow KE transfers since the cross energy term vanishes identically for perturbations orthogonal to the mean flow . We also highlight the prominent contribution of vertical turbulent fluxes for energy transfers within the surface mixed layer. Analyzing the scale dependence of non‐local energy transfers supports the local approximation usually made in the development of meso‐scale, energy‐aware parameterizations for non‐eddying models, but points out to the necessity of accounting for non‐local dynamics in the meso‐to‐submeso scale range.

신뢰의 진화와 팀활성화

The purpose of this study is to understand the dynamics between the accumulation of interpersonal trust and its effectiveness in a team situation, and a longitudinal study was conducted on self-managed project teams. It has been about 25 years since the concept of the evolution of trust has been proposed, but there are few studies empirically analyzing it. This study examined how calculative trust and knowledge-based trust change over time in the project team, and verified how initial trust and changes in trust over time affect team effectiveness. Team satisfaction, interpersonal citizenship behavior and learning were selected as team effectiveness variables. Since a newly established team is needed to verify the evolution of trust, an experimental study was conducted through project teams performing at two university classes of the same course. This is to control the conditions of the project team as much as possible. The team members of the study conducted three projects jointly during one semester, and at the end of each project, changes in trust and team effectiveness variables were measured. As results of the analyses, it was found that there were significant changes in both calculative trust and knowledge-based trust, and it was confirmed that the initial trust and subsequent changes in both trust dimensions had differential effects on team satisfaction, interpersonal citizenship behavior, and learning. In addition, autoregressive cross-lagged model test was conducted to examine the causal relationship of the study variables in detail. Based on the results of the study, academic and practical implications are summarized.

A question of time: How demographic faultlines and deep-level diversity impact the development of psychological safety in teams.

Psychological safety (PS) is a shared belief among team members that it is safe to take interpersonal risks. It can enhance team learning, experimentation with new ideas, and team performance. Considerable research has examined the positive effects of PS in diverse organizational contexts and is now shifting its focus toward exploring the nature of PS itself. This study aims to enhance our understanding of PS antecedents and development over time. Based on the model of team faultlines and research on team diversity, we examined the effects of demographic faultlines, team member personality, and member competencies on the development of PS. Over 5 months, 61 self-managed teams (N = 236) assessed their PS at the beginning, midpoint, and end of a research project. Results of a multilevel growth curve model show that PS decreased from project beginning to end. Initial levels of PS were especially low when teams had strong demographic faultlines and when team members differed in neuroticism. PS decreased more strongly over time when team members were diverse in agreeableness and assessed their task-related competencies to be relatively high. Our study identifies time and team composition attributes as meaningful predictors for the development of PS. We present ideas for future research and offer suggestions for how and when to intervene to help teams strengthen PS throughout their collaboration.

PRO-BEBAYA EFFECTIVENESS AS A LEADING PROGRAM FOR THE GOVERNMENT OF SAMARINDA CITY

Pro-Bebaya is the flagship program of the Mayor of Samarinda in 2022. However, as a pilot project, in 2021, one Neighborhood Association is appointed for each sub-district. Because the program is new, it is necessary to assess the effectiveness of its implementation with a progressive legal approach, namely the operation of law in society. After analyzing several problems. First, the regulations have been revised while the program has not been implemented. Second, the Pro-Bebaya changes/revisions did not have a significant impact. Initially, Pokmas were formed through Urban village meetings, then formed through community meetings. Deliberation in the field is more effective in the Urban village than in the community. Third, in the Pro-Bebaya provisions some assistants assist from the beginning of planning to report, however, during the 2021 Pilot Project, Gunung Panjang Village there was no assistance, and also during the planning and preparation of the RAB proposed by each Neighborhood Association for 2022 they were not accompanied by assistants. Fourth, in 2022 all of the neighborhoods made RAB not check the standard book. Fifth, based on the experience of the Gunung Panjang Pokmas in 2020 and 2021, they experienced difficulties in making reports and taxes. Because reporting does not have standards such as receipts, goods orders (SPB), and Work Received Minutes (BAPPHP), and the tax value is confusing. Sixth, the lack of clarity on the Pro-Bebaya regulations, who will occupy the self-management team among the planning team, implementing team, and supervisory team

An integration-and-learning perspective on gender diversity in self-managing teams: The roles of learning goal orientation and shared leadership.

Contemporary organizations commonly use self-managing teams to structure work as a way to achieve competitive advantage. Although diversity on visible demographic characteristics-such as gender-is a critical determinant of team functioning, our knowledge about when and how gender diversity affects performance in self-managing teams is still nascent. Building upon the integration-and-learning perspective and recent developments in the information and decision-making approach on diversity, we investigate when (team learning goal orientation as a contingency factor) and how (shared leadership as a structural mediating mechanism) gender diversity benefits task performance in self-managing teams. We conducted two studies to test our hypotheses. In Study 1, we studied 66 teams that participated in a team simulation. As expected, we found that team learning goal orientation acted as a boundary condition qualifying the effect of gender diversity on self-managing team task performance, such that gender diversity benefited task performance for teams that were higher (vs. lower) in learning goal orientation. In Study 2, we tested shared leadership as a mediating mechanism via which gender diversity benefited team task performance in learning-goal-oriented teams. We surveyed 67 teams multiple times over the span of 6 months, and found that gender diversity benefited the task role enactment of teams with higher (vs. lower) learning goal orientation through shared leadership. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Does Self-management Help with Creativity? A Multi-level Quasi-experiment

In this paper, we examine whether self-managed teams are more creative than bureaucratically managed teams. We adopt a quasi-experimental design and accompany a health insurance provider in its transition to self-management. While nearly half of the organization’s work teams started to organize in self-managing teams, the remaining part of the organization continued working with traditional hierarchies. Multisource data was collected from 429 employees and 27 managers. Multi-level structural equation modeling showed that self-managing teams are more creative than their counterparts. Furthermore, we proposed knowledge exchange and task conflict as crucial mediators in the relationship between self-management and creativity. These findings contribute to our understanding of how self-management affects team performance outcomes.

Managing the Paradoxical Role of Control in Innovation Teams: A Leadership Perspective

Self-managed teams facilitate the necessary organizational flexibility and rapid product innovation for organizations to meet the increasing rate of change in their market conditions. However, recent evidence shows that achieving this goal is not so straight forward. Self-managed teams need to carefully balance autonomy and control to maximize their innovation output. This study adopts a multi-level perspective and investigates how concertive control mechanisms affect team innovation through the experience of paradoxical tensions (team level) and the moderating role of the managers’ paradox mindset (unit level). We collected survey data from 149 self-managed teams and their managers, all part of a multinational FinTech firm operating in various sites around the world. We then performed a mediated moderation analysis to verify our hypotheses.

Burgeoning Research in Emergent Leadership

This symposium features emerging developments in emergent leadership research, reflecting some of the following questions: What role can computational modeling play in exploring different theoretical perspectives of emergent leadership? What do the patterns of leader emergence within team networks reveal that single occurrences of the phenomenon cannot? What influence do cultural norms have on the effectiveness of informal leadership status-seeking behaviors? Of what importance is the gender of those being evaluated for emergent leadership status, and what about the evaluator? More specifically, the studies included in this symposium focus on utilizing agent-based computational modeling as a way to compare social-cognitive and social-interactionist perspectives of leadership emergence (Acton, Foti, & Lord), how social network analysis can reveal patterns of emergent leadership in teams, and how maintaining multiple leader relationships impacts team member stress (Choudhury & Maupin), how high-ability team members' self-promotive behaviors are interpreted differently based on cultural norms (Liu & Hanna), and how the gender of those granting leadership status, as well as the gender composition of informal teams, is predictive of emergent leadership evaluations (Farro, Kukenberger, & D'Innocenzo). The discussant, Dr. William Gardner, will discuss themes across studies, highlight future research directions, and lead an interactive discussion between presenters and the audience. Who recognizes women's emergent leadership? Multilevel effects of gender on emergent leadership Presenter: Andrea Farro; Rowan U. Presenter: Michael Kukenberger; U. of New Hampshire Presenter: Lauren D'Innocenzo; Drexel U. Using agent-based modeling to test core components of the leadership emergence process Presenter: Bryan Acton; Durham U. Business School Presenter: Roseanne Foti; Virginia Tech Presenter: Robert G. Lord; Durham U. Demands of informal leadership in self-managing teams: Stress and well-being in team members Presenter: Anwesha Choudhury; Binghamton U.-State U. of New York Presenter: Cynthia Kay Maupin; U. of Mississippi One impression to rule them all? Culture's role interpreting promotive tactics by emergent leaders Presenter: Bo Liu; Jiangxi U. of Fiance and Economics Presenter: Andrew A. Hanna; U. of Nebraska, Lincoln

Cultivating a Conflict-Positive Workplace: How Context Moderates the Effectiveness of Mindfulness.

The effectiveness of mindfulness has been established, however, the conditions under which mindfulness is most effective has received limited attention, leaving a theoretical gap in understanding how mindfulness interacts with its context. This has prompted an unresolved debate amongst scholars about whether mindfulness is a universal panacea or has a differentiated effect based on context. To investigate how context may play a role, we developed and tested a multi-level model on how task and relationship conflict influences the relationship between mindfulness, emotional exhaustion, and team member well-being in self-managed teams, which are an increasingly common and complex way of organizing work that is more likely to generate team conflict. The results from this time-lagged, multi-source, survey study involving 274 team members in 54 project teams support the proposition that the effectiveness of mindfulness is influenced by context. Mindfulness is a universal panacea in that it increases affective well-being by reducing emotional exhaustion. However, it is also has a differentiated effect in that these relationships are most pronounced under conditions of high relationship and/or task conflict. We conclude that mindfulness is most effective in contexts that elicit negative thoughts, feelings, and behaviors, thus expanding the theory on mindfulness.