Team Effectiveness Research Articles

Leadership Claiming-Granting Alignment and Team Effectiveness in Context of Crisis

Leadership Claiming-Granting Alignment and Team Effectiveness in Context of Crisis

Toward a theory of team resource mobilization: A systematic review and model of sustained agile team effectiveness

The notion of resources is central to many theories in HRM and applied psychology. Prominent resource-based theories in HRM tend to focus on issues related to accessing resources at the firm-level (e.g., resource-based view of the firm) or the employee-level (e.g., job demands - resources theory). However, at the team-level, the critical issue is often a matter of resource mobilization rather than resource access. Previous research has discovered that a team's ability to use resources effectively is indicative of collective intelligence. Instead of explaining this ability with a latent collective intelligence factor, we argue that teams can develop this ability by using agile work practices (AWPs). Through a systematic review of the agile team literature, we describe how agile teams mobilize resources embedded in the internal and external environment to achieve sustained team effectiveness. Generalizing beyond the agile team context, we propose a model that introduces team-internal and team-external resource mobilization as unique predictors of sustained team effectiveness. We further propose that resource mobilization is strengthened by challenge demands (e.g., work complexity) and weakened by hindrance demands (e.g., role conflict). We hope our model of sustained team effectiveness inspires future research into how teams can perform effectively across multiple episodes, without this going at the cost of members' health and well-being.

Uncovering the factors underlying collaboration outcomes in interprofessional education: A preliminary investigation involving healthcare students

BackgroundInterprofessional education (IPE) incorporates healthcare students from various disciplines to learn with, about, and from one another, aiming to foster effective collaboration. However, the factors that promote these collaboration outcomes remain elusive. Recognizing this knowledge gap, this study utilizes self-determination theory applied in a ten-day IPE programme. The study aims are twofold: to clarify the potential influence of personal factors (autonomy, competence, and relatedness) and environmental factors (clear goals and technology support) on collaboration outcomes (team goal achievement and team effectiveness) and to examine the effect of the IPE on these outcomes. MethodologyThe study utilized an IPE programme that integrated asynchronous and synchronous learning methods across two institutions in Hong Kong and the United Kingdom. This involved 147 students from diverse healthcare disciplines who were enrolled in the IPE programme. A pre- and post-test design was employed to examine programme effects. Multiple regression analysis was conducted to explore the factors influencing these outcomes, while paired samples t-tests were used to evaluate the effect of the IPE programme on collaboration outcomes. ResultsAmong the personal factors, a sense of relatedness emerged as an important predictor of team effectiveness and goal achievement. Clear goals and technology support positively influenced collaboration outcomes. A paired samples t-test indicated significant improvements in collaboration outcomes after the IPE simulation. ConclusionThese findings highlight the importance of designing a large IPE programme that meets basic psychological needs (especially the sense of relatedness) and provides clear goals and adequate technology support in the IPE context. This study is helpful to understand how personal and environmental factors promote the collaboration outcomes in medical education and provide insights for future IPE curriculum development.

Unethical pro-organizational behavior: a systematic literature review and research agenda

Purpose The literature on unethical pro-organizational behavior (UPOB) has experienced significant growth in the past decade. However, there is limited research on the effects of organizational, team and malleable individual factors on UPOB. It is also necessary to explore its adverse effects for theoretical advancement and to uncover unexplored opportunities. This study aims to systematically examine the existing body of literature on UPOB, providing thorough theoretical, contextual and methodological insights. Design/methodology/approach Using the preferred reporting items for systematic reviews and meta-analysis technique, the authors identified 43 articles on UPOB from journals included in the ABDC-2019 list. The authors conducted an analysis of the identified articles and categorized them using a modified version of Paul and Rosado-Serrano’s (2019) TCCM framework. Findings Existing literature primarily focuses on attitudinal and contextual antecedents of UPOB, neglecting individual differences and their consequences. The review suggests that certain desired employee attitudes may also lead to UPOB. In addition, the study highlights underutilization of established behavioral theories, emphasizing the need for a more inclusive theoretical framework. The exploration identifies research gaps, including in multidisciplinary and transdisciplinary studies, aiming to broaden the research scope in this field. Research limitations/implications The study highlights the need for a more comprehensive theoretical framework to understand UPOB. Practical implications It cautions organizations fostering positive employee attitudes, such as job satisfaction, workplace spirituality and organizational commitment, as these may inadvertently promote UPOB. Social implications Socially, the paper highlights how engaging in UPOB affects the lives of involved employees. Originality/value This paper’s originality arises from its methodical review and categorization of prior research on UPOB using a distinctive, multidisciplinary research framework.

Effects of pulmonary embolism response team on the quality of care and clinical outcomes in patients with acute pulmonary embolism

Objective: To evaluate the effects of pulmonary embolism response team (PERT) on the quality of care and clinical outcomes in patients with acute pulmonary embolism. Methods: This was a single-center retrospective cohort study. Patients with acute pulmonary embolism treated in Beijing Anzhen Hospital Affiliated to Capital Medical University from July 5, 2016 to July 4, 2018 were enrolled. Patients with acute pulmonary embolism who had traditional care from July 5, 2016 to July 4, 2017 (before the implementation of PERT) were classified as PERT pre-intervention group. Patients with acute pulmonary embolism who started PERT care from July 5, 2017 to July 4, 2018 were divided into the PERT intervention group. The diagnosis and treatment information of patients was collected through the electronic medical record system, and the quality of care (time from visit to hospitalization, time from hospitalization to anticoagulation initiation, time from visit to definitive diagnosis, total hospital stay, time in intensive care unit (ICU), hospitalization cost) and clinical outcomes (in-hospital mortality and incidence of bleeding) were compared between the two groups. Results: A total of 210 patients with acute pulmonary embolism, aged (63.3±13.7) years old, with 102 (48.6%) female patients were included. There were 108 cases in PERT pre-intervention group and 102 cases in PERT intervention group. (1) Quality of diagnosis and treatment: there was a statistical significance between the two groups in the distribution of time from diagnosis to definitive diagnosis (P=0.002). Among them, the rate of completion of diagnosis within 24 hours after PERT intervention was higher than that before PERT intervention (80.4% (45/56) vs. 50.0% (34/68), P<0.001). The time from treatment to hospitalization was shorter than that before PERT intervention (180.0 (60.0, 645.0) min vs. 900.0 (298.0, 1 806.5) min, P<0.001). The total length of hospital stay was less than that before PERT intervention (12 (10, 14) d vs. 14 (11, 16) d, P=0.001). There was no statistical significance in the time from hospitalization to anticoagulant therapy, the length of ICU stay and hospitalization cost between the two groups (all P>0.05). (2) Clinical outcomes during hospitalization: There was no statistical significance in the incidence of hemorrhage and mortality between the two groups during hospitalization (both P>0.05). Conclusion: PERT has improved the efficiency of diagnosis and treatment of patients with acute pulmonary embolism and significantly shortened the total hospital stay, but its impact on clinical outcomes still needs further study.

Team member familiarity and team effectiveness in the operating room: The mediating effect of mutual trust and shared mental models

BackgroundTeamwork in the operating room is of paramount importance to provide high-quality patient care. It has been shown that increased team member familiarity predicts improved teamwork. A complicating factor is the often-changing composition of the operating room teams. Team member familiarity is associated with shared mental models and mutual trust, which are in turn important factors for team effectiveness. However, it remains unclear how this interplay takes place and can be influenced (eg, through team training). Our aim was to investigate the relationship between team member familiarity and perceived team effectiveness in operating room teams. We hypothesized that shared mental models and mutual trust mediate this relationship. MethodsWe performed a prospective, correlational study in 2 hospitals in the Netherlands. A questionnaire was used to assess team member familiarity, mutual trust, shared mental models (perceived and content-related), and perceived team effectiveness. Data were analyzed using a random intercept multilevel model. ResultsTeam member familiarity significantly predicted perceived team effectiveness, both through a direct effect, as well as mediated by perceived shared mental models. Mutual trust also significantly predicted team effectiveness. Variance is determined mostly at an individual level, but also partly (12%) at the operating room level. ConclusionGreater team member familiarity predicts greater team effectiveness, and this relationship is mediated by shared mental models. Training should be aimed at these aspects of team functioning to optimize team performance in the operating room.

Practical Aspects of the Organization of Ergonomics Committees in the Context of the Quality of Ergonomic Activities Undertaken in Manufacturing Enterprises

Theoretical background: In order to systematize ergonomic activities in the enterprise, some of them decide to establish ergonomics committees whose task is to solve problems in this area and also to propose new, often innovative solutions for implementation. The structures of these units often include employees from different departments who have a different view of ergonomics depending on the position they hold. However, the organization of ergonomics committees can cause many problems due to the lack of top-down guidelines for their activities (each company must establish its own rules). In scientific research on the ergonomic aspects of projects, there is a tendency to look for factors that favor the diffusion of ergonomic issues in their implementation. One such factor may be the creation of an ergonomics committee to pursue ergonomic goals. Their activities are not described in detail in the literature (there are no practical guidelines for their functioning), which is why the topic is discussed in this article. Purpose of the article: The main goal of this article is to present propositions for actions that can be taken to systematize the functioning of the ergonomics committees and to link this task with the quality of ergonomics management in manufacturing enterprises. The aim of the article is also to describe, using a practical examples, various aspects of the operation of ergonomics committees and to indicate guidelines for their establishment and activities. Thus, the article aims to fill the research gap in the field of creating ergonomics committees. Research methods: The research used the interview method with participants of ergonomics committees from companies from various industries. The questions were asked in the following groups: organization and functioning of the ergonomics unit in the enterprise and assessment of the effects of the ergonomics team’s activities. The respondents were participants of the ergonomics committees, which was appointed at least 2 years earlier, the industries represented by the respondents are: automotive (2 companies) and furniture production. Data obtained in three selected enterprises (through informal interviews) where such committees operate, as well as a literature review in this area, were used to formulate these suggestions. The results of the undertaken research allowed for the identification of practical aspects of the functioning and organization of the ergonomics committees. This is an innovative area of research due to the fact that few scientific studies describe such units and guidelines for their practical implementation. Main findings: The main result of the undertaken research was to indicate the categories in which the activities of ergonomics committees should be considered and to provide practical guidelines for their activity. These guidelines are presented as structured areas for consideration when establishing an ergonomics committee: (1) establishing the principles of operation and reporting; (2) determining the composition of the committee; (3) determining the scope of activity of the committee; (4) providing appropriate training for committee’s representatives; (5) support for the committee’s activities. The most important conclusion from the undertaken research is the indication that each enterprise must plan the operation of the committee taking into account its internal conditions. The conclusions from the conducted research were supplemented with indications of directions for further research into the conditions for the functioning of ergonomics committees in manufacturing companies.

Exploring Dynamic Capability Drivers of Green Innovation at Different Digital Transformation Stages: Evidence from Listed Companies in China

Digital transformation has emerged as a pivotal catalyst for corporate green innovation, specifically in the context of the green development of the manufacturing industry. Nevertheless, it is evident that there are significant disparities in the various stages of corporate digital transformation. Furthermore, the precise dynamic capabilities required to propel corporate green innovation at distinct stages of this transformation, along with their underlying influencing mechanisms, remain ambiguous. Drawing on dynamic capabilities, this paper delves into the inherent mechanism of corporate green innovation based on the data of listed companies in the Chinese manufacturing industry. The study reaches the following conclusions: (1) The driving process of digital transformation in green innovation exhibits distinct stage characteristics. Digital transformation significantly enhances the quantity of green innovation in the steering period and has a significant impact on both the quantity and quality of green innovation in the shaping and upgrading periods. Moreover, the shaping period has a stronger impact on quantity, while the upgrading period has a stronger impact on quality. (2) There is an evident evolution and upgrading of dynamic capabilities as digital transformation progresses. Among these capabilities, adaptive capability plays a mediating role in the steering period, and innovative capability plays a mediating role in the upgrading period. (3) Top management teams’ environmental attention plays a positive moderating role in digital-transformation-driven green innovation by strengthening absorptive and innovative capabilities. This study reveals the cascading evolution of dynamic capabilities in the digital transformation stage, explores the synergistic effect of top management teams’ environmental attention and specific dynamic capabilities, and provides management strategies for the “quantitative growth and qualitative enhancement” of corporate green innovation.

Driving remote team success through knowledge management practices in the Jordanian high-tech industry

This study aims to investigate the influence of remote work on team effectiveness in high-tech enterprises in Jordan, specifically focusing on knowledge management as a mediator. The study utilized a quantitative research design, with 254 participants actively participating in remote work settings across high-tech firms in Jordan. The sample was chosen based on the participants’ personal experiences with remote work arrangements, which provide valuable insights into the interplay between remote working conditions and team dynamics. The paper designed a structured questionnaire to elicit responses from employees about the variables under investigation. The survey data were analyzed using SmartPLS4 to validate the theoretical framework and research hypotheses. The results show a significant positive relationship between remote work and team effectiveness, as well as an improvement in knowledge management practices under telework conditions. Knowledge management practices refer to communicative activities regarding the systematic collection, organization, sharing, and application of knowledge resources. The importance of effective knowledge management practices is realized in remote settings, primarily through increased team efficiency and productivity. These results are statistically significant (p = 0.000), which stresses the importance of effective remote teamwork with regard to knowledge management.

Trust, Team Effectiveness, and Strategies: A Comparative Study between Virtual and Face-to-Face Teams

Trust, Team Effectiveness, and Strategies: A Comparative Study between Virtual and Face-to-Face Teams

Effect of a pulmonary embolism response team on the management and outcomes of patients with acute pulmonary embolism

Effect of a pulmonary embolism response team on the management and outcomes of patients with acute pulmonary embolism

MCT bij ouderen

The number of elderly in our society is increasing. Psychiatric problems are common in this population. For adults aged 18 to 65, there already is psychiatric crisis home treatment for patients experiencing a psychiatric crisis at home. However, this did not yet exist in Belgium for adults over the age of 65. Since the 1st of November 2021, people over 65 who are experiencing a psychiatric crisis in the region of the Ghent-Eeklo-Flemish Ardennes Mental Health Care Network (PAKT) can rely on psychiatric crisis home treatment. For this reason, it was investigated whether this treatment is effective and cost-effective. There are currently no studies available on this subject. For this reason, different sub-aspects were considered. The effectiveness and cost-effectiveness of long-term psychiatric home treatment teams in elderly &amp; adults and of psychiatric crisis home treatment teams (MCT) in adults older than 18 years were assessed. Finally, we looked for the characteristics of adults who were included for psychiatric crisis care at home and whether these are present in adults older than 65 years. Since there are no studies on MCT in the elderly, it is not possible to draw conclusions on the subject. However, a general trend is noted in the studies whereby the treatment always appears to be effective and often also cost-effective. However, further research is needed to confirm that this will also be the case for MCT for the elderly in Belgium.

Fostering Collaboration and Team Effectiveness in Educational Leadership: Strategies for Building High-Performing Teams and Networks

This study examines transformative leadership within Philippine educational settings to discern its impact on staff development, and institutional effectiveness. Utilizing a descriptive correlational design, the analysis involved diverse stakeholders and revealed that transformative leadership diverges significantly from traditional management, emphasizing innovation, empathy, and adaptability. It fosters a culture where staff confidence and autonomy lead to professional growth and improved educational outcomes. Additionally, the findings suggest that such leadership is essential for educational institutions navigating the complexities of modern education, including technological advancements and societal changes. Effective communication and systematic evaluation were identified as key for transformative leaders to measure and enhance student success despite facing resistance to change. The study concludes that transformative leadership will become increasingly central in education, driving institutions towards inclusivity and a forward-thinking ethos. It is recommended that Philippine educational institutions adopt transformative leadership to bridge disparities, enhance quality, and prepare for future educational demands. This approach is particularly beneficial for public schools, higher education, TVET institutions, private educational providers, policymakers, and community learning centers, promising to elevate the quality of education in a rapidly evolving global landscape

A small team as an effective group and center of leadership

Building an ideal small team capable of solving problems that are beyond the capacity of an ordinary group of specialists is a long and exhausting process. This article presents the ability to work in a small team as the most valuable personality trait. Describing the small team philosophy as highly effective, the author of the article presents it as a reference model of gifted and talented individuals, a well-coordinated combat unit, a special centre of leadership, flexibility and psychological compatibility. Revealing the effectiveness of a small team in the symbolic range of two images of “Simplicity”-“Complexity”, the author derives the symbolic rule of “Simplicity”: the effectiveness of success is rooted in the ability to work only with small teams of smart people. It is proved that as soon as the number of people in a team increases, “Complexity” is automatically introduced. The article also describes the philosophy of a two-person team. It is proved how much more effective, constructive and motivated it can be compared to a large team. It is highlighted that the key to the success of a two-person team is the holistic dominance of five components: 1) psychological safety; 2) reliability; 3) structure and clarity; 4) awareness; 5) influence. It is found out that a small team is a homogeneous combat unit, since it is designed to promote the origination of a new, emergent mind, the need for which increases significantly in the conditions of high danger, constant change and uncertainty. The author emphasises that the coordinated work of a small team in a dangerous environment requires rapid adaptability, constant reassessment of the situation, discussion and coordination. In such a team, its members, sending signals to each other every minute, decoding the responses, should understand every step and intention of their partner, as this is the key to life and victory.

Multilevel study of transformational leadership and work behavior: job autonomy matters in public service

PurposeThis study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.Design/methodology/approachUsing a multilevel approach, data was collected from 409 public service employees across 39 departments.FindingsThe findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.Originality/valueThis study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

Entrepreneurial collective efficacy and team effectiveness in new venture teams: an investigation of moderated mediation mechanisms

Purpose Based on the collective agentic perspective of social cognitive theory and supplemented by social support theory, this study aims to investigate how the entrepreneurial collective efficacy of entrepreneurial teams impacts team effectiveness. Specifically, this study hypothesizes that entrepreneurial collective efficacy is a critical factor affecting effectiveness through the mechanism of instrumental support to varying extents, depending on team size. Design/methodology/approach The hypotheses were tested on a Chinese sample of new venture teams (N teams = 81; N individuals = 335). A multisource questionnaire that included questions for team leaders and other team decision makers was designed. The data on entrepreneurial collective efficacy (six items) and instrumental support (four items) comprised the aggregate responses from all team members; the data on team effectiveness (seven items) was reported by team leaders. Findings The findings indicate that entrepreneurial collective efficacy is positively associated with team effectiveness through instrumental support, especially in small teams. Originality/value This study makes important contributions to the research related to exploring in uncertain environments (entrepreneurship) how (instrumental support) entrepreneurial collective efficacy impacts team effectiveness, as well as more particularly under what conditions (team size), all within the specific context of collectivistic cultures (China).

Team-, case-, lecture- and evidence-based learning in medical postgraduates training

BackgroundThe aim of this study was to evaluate the effectiveness of team-, case-, lecture-, and evidence-based learning (TCLEBL) methods in cultivating students’ clinical and research abilities, as compared to traditional lecture-based learning (LBL) approaches.MethodsForty-one medical postgraduates were divided into two groups, a TCLEBL group and an LBL group. Teaching effectiveness was evaluated through student- and teacher-feedback questionnaires, scores from theoretical examinations and written literature reviews, and student learning burdens.ResultsCompared to the LBL approach, both teachers and students were more satisfied with the TCLEBL model (p < 0.001 for both teachers and students). The TCLEBL group performed significantly higher on the theory test compared to the LBL group (p = 0.009). There were significant differences between the LBL and TCLEBL groups, respectively, in terms of literature review and citations (12.683 ± 2.207 vs. 16.302 ± 1.095, p < 0.001), argument and perspective (12.55 ± 1.572 vs. 16.333 ± 1.354, p < 0.001), comprehensiveness of content (13.3 ± 2.268 vs. 16.683 ± 1.344, p < 0.001), and scientific rigor and accuracy (10.317 ± 1.167 vs. 12.746 ± 0.706, p < 0.001). There was no significant difference in the total extracurricular time expended between the two groups (323.75 ± 30.987 min vs. 322.619 ± 24.679 min, respectively for LBL vs. TCLEBL groups, p = 0.898).ConclusionsTCLEBL is an effective teaching method that cultivates students’ clinical and research abilities.

How Virtual are We? Introducing the Team Perceived Virtuality Scale

AbstractWith the strong proliferation of virtual teams across various organizations and contexts, understanding how virtuality affects teamwork has become fundamental to team and organizational effectiveness. However, current conceptualizations of virtuality rely almost exclusively on more or less fixed, structural features, such as the degree of technology reliance. In this paper, we take a socio-constructivist perspective on team virtuality, focusing on individuals’ experience of team virtuality, which may vary across teams and time points with similar structural features. More specifically, we develop and validate a scale that captures the construct of Team Perceived Virtuality (Handke et al., 2021). Following a description of item development and content validity, we present the results of four different studies that demonstrate the construct’s structural, discriminant, and criterion validity with an overall number of 2,294 teams. The final instrument comprises 10 items that measure the two dimensions of Team Perceived Virtuality (collectively-experienced distance and collectively-experienced information deficits) with five items each. This final scale showed a very good fit to a two-dimensional structure both at individual and team levels and adequate psychometric properties including aggregation indices. We further provide evidence for conceptual and empirical distinctiveness of the two TPV dimensions based on related team constructs, and for criterion validity, showing the expected significant relationships with leader-rated interaction quality and team performance. Lastly, we generalize results from student project teams to an organizational team sample. Accordingly, this scale can enhance both research and practice as a validated instrument to address how team virtuality is experienced.

Effectiveness of mHealth apps on adherence and symptoms to oral anticancer medications: a systematic review and meta-analysis.

Despite the rapid expansion of mHealth apps, their adoption has not always been based on evidence of effectiveness on patient outcomes. This systematic review aimed to determine the effect of mHealth apps on adherence and symptom to oral anticancer medications (OAMs) and identify the app design that led to such effects. Pubmed, Cochrane Central, PsycINFO, EMBASE, and WoS were searched from inception to April 2023. Randomised controlled trials (RCTs) that evaluated effects of mHealth apps on primary outcomes OAM adherence and symptom burden were included. Two reviewers independently assessed risk-of-bias using Cochrane Risk-of-Bias version 2 and extracted the data. Quality of evidence was assessed using GRADE. The protocol was registered in PROSPERO (CRD42023406024). Four RCTs involving 806 patients with cancer met the eligibility criteria. mHealth apps features included a combinations of symptom reporting, medication reminder, automated alert to care team, OAM and side effect information, one study implemented structured follow-up by a nurse. The intervention group showed no significant difference in OAM adherence (relative ratio 1.20; 95% CI 1.00 to 1.43), but significantly improved symptoms to OAMs with a lower standardised mean symptom burden score of 0.49 (SMD - 0.49; 95% CI - 0.93 to - 0.06), and a 25% lower risk of grade 3 or 4 toxicity (risk ratio 0.75; 95% CI 0.58 to 0.95) compared to usual care. These findings suggest a potential role for mHealth app in managing OAM side effect. Further research should explore the role of AI-guided algorithmic pathways on the interactive features of mHealth apps.

Success factors of global virtual teamwork: A social capital perspective

Global virtual teamwork has emerged as a cornerstone of collaborative teamwork in today's work landscape, characterized by cross-border collaboration using digital technologies. Although research has started to investigate the mechanisms underlying effective teamwork through information and communication technologies (ICTs), an often-neglected dimension is the pivotal social context within which this collaboration unfolds. To address this research gap, this study adopts a social capital lens on teamwork in proposing social capital as a multidimensional mediator between the usage of ICTs and team effectiveness. The research model was tested using questionnaire data from 271 technologically sensitive and aware companies in the DACH region (Germany, Austria, Switzerland). The findings reveal that using multiple ICTs alone does not suffice for effective global virtual teamwork. Therefore, this study highlights the significance of social capital for the effectiveness of global virtual teamwork, which holds significant implications for theory and practice.