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The Secrets of Great Teamwork
Abstract
Over the years, as teams have grown more diverse, dispersed, digital, and dynamic, collaboration has become more complex. But though teams face new challenges, their success still depends on a core set of fundamentals. As J. Richard Hackman, who began researching teams in the 1970s, discovered, what matters most isn't the personalities or behavior of the team members; it's whether a team has a compelling direction, a strong structure, and a supportive context. In their own research, Haas and Mortensen have found that teams need those three "enabling conditions" now more than ever. But their work also revealed that today's teams are especially prone to two corrosive problems: "us versus them" thinking and incomplete information. Overcoming those pitfalls requires a new enabling condition: a shared mindset. This article details what team leaders should do to establish the four foundations for success. For instance, to promote a shared mindset, leaders should foster a common identity and common understanding among team members, with techniques such as "structured unstructured time." The authors also describe how to evaluate a team's effectiveness, providing an assessment leaders can take to see what's working and where there's room for improvement.
... The study [14] shows that workplace culture has a significant impact on performance, innovation, creativity and engagement, or is most strongly associated with them. Many scholars and research studies [15], [16], [17], [18], [19] focus on the key characteristics and dynamics of team processes that determine/influence effective team performance and job satisfaction, which are important for achieving competitive advantage. ...
... These are rules that define a small number of things that members must always do and a small number that they must never do. Setting such norms is particularly important when team members operate across different national, regional or organisational cultures and may not share the same understanding and perception of (e.g. the importance of punctuality, etc.) [16]. Kniffin et al. [36] recommend for future research that leaders need to understand the social norms in the workplace/team and know when to use tightness (in crises or to protect against threats) and looseness for creativity and innovation. ...
... Although the drivers of effective team collaboration consist of three of Hackman's conditions -compelling direction, strong structure, and a supportive context -they remain particularly critical to team success [16]. Furthermore, the study [40] supports the importance of psychological safety and norm clarity being positively related to job satisfaction and team performance, but team norm clarity is an even stronger predictor than psychological safety. ...
Organisations face the challenge of adapting to rapid change in a world of volatility, uncertainty, complexity, and ambiguity (VUCA). They need to seize opportunities faster than their competitors and are therefore increasingly relying on teams to tackle complex tasks and solve challenging problems. The aim of this paper is to identify team members' perceptions on the scales of Context, Morale and Norms of the Team Assessment Survey II (TAS-II) in 85 Slovak work teams-important for effective collaboration. Examination of responses to the individual items using "Heartbeat analysis" revealed relatively fewer favourable votes for all but 2 of 9 items on the Norms scale, for Conflicts and Celebration (Morale scale) and Assumptions (Context scale), in contrast to the Safeguard and Accountability (Norms scale) and Understanding (Context scale) items Proud, Cooperation and Trust from the Morale scale. We discuss the possible causes. The results provide new insights and help to understand how important organisational context, team morale and norms are for the effectiveness of teamwork, as they can promote resilience, sustainable development and competitiveness.
... The findings also suggested that participants felt that the Paper Chase method created an effective team environment in five of the eight categories, with the others still scoring over 80. For team effectiveness, Haas and Mortensen (2016) suggest assessing the following: output (manuscript quality), collaborative ability (dynamics of the team such as all members contributing), individual development (skills in writing and research), and conditions for effectiveness [compelling direction (common goal of manuscript), strong structure (facilitated pre-team meetings, writing blocks of event), supportive context (online modules for training), and shared mindset (common identity)]. We find evidence of positive team effectiveness in all Haas and Mortensen's criteria except one: the last facet of common identity may be underdeveloped with the interdisciplinary and accelerated timeline of the Paper Chase program (Haas and Mortensen, 2016). ...
... For team effectiveness, Haas and Mortensen (2016) suggest assessing the following: output (manuscript quality), collaborative ability (dynamics of the team such as all members contributing), individual development (skills in writing and research), and conditions for effectiveness [compelling direction (common goal of manuscript), strong structure (facilitated pre-team meetings, writing blocks of event), supportive context (online modules for training), and shared mindset (common identity)]. We find evidence of positive team effectiveness in all Haas and Mortensen's criteria except one: the last facet of common identity may be underdeveloped with the interdisciplinary and accelerated timeline of the Paper Chase program (Haas and Mortensen, 2016). A shared group identity may increase accountability and decrease anxiety. ...
Introduction
Collaborative writing produces higher-quality products and promotes other skills, such as problem-solving, that may assist in team science and employment among higher education students. Opportunities for supportive, cooperative learning and writing may be limited for students. The Paper Chase program is a structured exercise for rapidly disseminating research findings through facilitated, collaborative writing. To support skill development in collaborative writing, we examine group effectiveness within the Paper Chase program. Our facilitation and research teams included both faculty and graduate students.
Methods
We conducted pre-and post-questionnaires among participants in a Paper Chase event among 25 participants unfamiliar with one another prior to the exercise. We analyzed closed-ended responses using descriptive statistics and paired t-tests. Open-ended responses were analyzed using a content analysis approach.
Results
Findings show increases in positive attitudes toward teamwork, improvements in self-confidence, and collaborative skills (e.g., interpersonal communication). The structure of Paper Chase supported growth in teamwork abilities but also challenged some participants in their time management (e.g., need for mentoring) and breaking from individual-focused patterns.
Discussion
This approach is promising for other academic environments, including familiar and unfamiliar research teams.
... Regarding the key competencies of e-leaders while supervising dispersed and digital teams, findings underline a combination of technical, technological, and socio-emotional skills. Managers might coordinate their groups using advanced and appropriate communication technologies (knowing when to opt for synchronous or asynchronous, electronic or traditional methods); share common and clear goals with the team and ensure a supportive context and trustworthiness (Haas & Mortensen, 2016;Savolainen, 2014;Van Wart et al., 2019). Following this view, in telework, compared to the in-office workforce, the managerial mode based on trust is much more important. ...
... Thus, a successful e-leader needs to ensure that the dispersed team understands the work objectives (Malhotra et al., 2007). Regarding this topic, Haas and Mortensen (2016) underlined that one of the key competencies of leaders while supervising virtual teams is sharing common and clear goals. Moreover, relaxing or adapting the goals to the circumstances faced in the pandemic points to a leader being aware of the specificities and difficulties subordinates might be dealing with, such as taking care of the children who are not attending on-site classes and more hours dedicated to household chores (Shockley et al., 2021). ...
This study developed and tested the validity of a scale that measures skills for managing work from home, such as: informing change, searching for information, establishing priorities, setting and adapting goals, assessing work outputs, distributing tasks, and offering feedback. Participants were 2,038 managers from three Brazilian public organizations. Exploratory, confirmatory, and multigroup factor analyses revealed an 8-item unidimensional structure, excellent reliability indices, and goodness of fit, besides invariance for gender and age groups. The short scale permits testing research models with multiple variables, comparative (voluntary vs. compulsory telework), and cross-cultural studies.
... (Hill & Lineback, 2012). Haas and Mortensten (2016) focus on the characteristics of high-performance teams. It is crucial for their leaders to provide a clear direction that motivates and engages team members. ...
... Another condition for high team performance is ensuring adequate material resources, such as funding and technological assistance. Finally, developing a shared mindset, identity, and mutual understanding among team members is emphasized (Grego-Planer & Sudolska, 2018;Haas & Mortensten, 2016). Schmutz et al., (2019, p. 2) adds that "teams must dynamically share information and resources among their members and coordinate their activities in order to fulfill a certain task". ...
The aim of the article is to identify and evaluate the impact of collaboration and competition on team work engagement. The data was obtained from 12 teams from various industries by means of a multidimensional cluster analysis. The key statistical results in this study reveal that that a team’s engagement may be shaped by means of collaboration and competition, as it is fostered by high levels of intensity in both activities. As far as cooperation is concerned, moderate levels of both behavioral and structural interdependence, as well as higher levels of the former become important. In the case of competition, an adequate (not too high) level of competitiveness between particular characteristics and appropriate conditions for competition are of utmost importance. The findings also reveal that a structural composition of a team plays a certain role, as it may affect both their members’ involvement in cooperation as well as their intensity of competition.
... Collaboration in teams may be difficult if the conditions do not permit it (Hackman, as cited in Haas & Mortensen, 2016). For successful teamwork, every team needs challenging yet manageable and explicit goals, which they need to understand in the same way and agree on. ...
... considerably enhanced by good leadership (Haas & Mortensen, 2016). While designing PBL in LSP courses, tutors must therefore help create the conditions that enable teamwork. ...
... Evading team obligations and being held responsible for the team's outcome (Haas and Mortensen, 2016) Qualifications ...
... Finally, we found that Kaggle members may decide not to join a team so to avoid the responsibility and pressure of coordinating with others during a contest. By definition, responsibility avoidance refers to evading team obligations and being held responsible for the team's outcome (Haas and Mortensen, 2016). Individuals avoid teams when they do not want to take responsibility. ...
Purpose
The research study intends to gain a better understanding of members' behaviors in the context of crowdsourcing contests. The authors examined the key factors that can motivate or discourage contributing to a team and within the community.
Design/methodology/approach
The authors conducted 21 semi-structured interviews with Kaggle.com members and analyzed the data to capture individual members' contributions and emerging determinants that play a role during this process. The authors adopted a qualitative approach and used standard thematic coding techniques to analyze the data.
Findings
The analysis revealed two processes underlying contribution to the team and community and the decision-making involved in each. Accordingly, a set of key factors affecting each process were identified. Using Holbrook's (2006) typology of value creation, these factors were classified into four types, namely extrinsic and self-oriented (economic value), extrinsic and other-oriented (social value), intrinsic and self-oriented (hedonic value), and intrinsic and other-oriented (altruistic value). Three propositions were developed, which can be tested in future research.
Research limitations/implications
The study has a few limitations, which point to areas for future research on this topic. First, the authors only assessed the behaviors of individuals who use the Kaggle platform. Second, the findings of this study may not be generalizable to other crowdsourcing platforms such as Amazon Mechanical Turk, where there is no competition, and participants cannot meaningfully contribute to the community. Third, the authors collected data from a limited (yet knowledgeable) number of interviewees. It would be useful to use bigger sample sizes to assess other possible factors that did not emerge from our analysis. Finally, the authors presented a set of propositions for individuals' contributory behavior in crowdsourcing contest platforms but did not empirically test them. Future research is necessary to validate these hypotheses, for instance, by using quantitative methods (e.g. surveys or experiments).
Practical implications
The authors offer recommendations for implementing appropriate mechanisms for contribution to crowdsourcing contests and platforms. Practitioners should design architectures to minimize the effect of factors that reduce the likelihood of contributions and maximize the factors that increase contribution in order to manage the tension of simultaneously encouraging contribution and competition.
Social implications
The research study makes key theoretical contributions to research. First, the results of this study help explain the individuals' contributory behavior in crowdsourcing contests from two aspects: joining and selecting a team and content contribution to the community. Second, the findings of this study suggest a revised and extended model of value co-creation, one that integrates this study’s findings with those of Nov et al . (2009), Lakhani and Wolf (2005), Wasko and Faraj (2000), Chen et al. (2018), Hahn et al. (2008), Dholakia et al. (2004) and Teichmann et al . (2015). Third, using direct accounts collected through first-hand interviews with crowdsourcing contest members, this study provides an in-depth understanding of individuals' contributory behavior. Methodologically, this authors’ approach was distinct from common approaches used in this research domain that used secondary datasets (e.g. the content of forum discussions, survey data) (e.g. see Lakhani and Wolf, 2005; Nov et al ., 2009) and quantitative techniques for analyzing collaboration and contribution behavior.
Originality/value
The authors advance the broad field of crowdsourcing by extending the literature on value creation in the online community, particularly as it relates to the individual participants. The study advances the theoretical understanding of contribution in crowdsourcing contests by focusing on the members' point of view, which reveals both the determinants and the process for joining teams during crowdsourcing contests as well as the determinants of contribution to the content distributed in the community.
... Teamwork operates on both cognitive and affective dimensions, with emotions playing a pivotal, yet less-understood role in shaping team dynamics and overall performance. Positive affective states, such as optimism or curiosity, have been shown to enhance team engagement, foster collaboration, and improve problemsolving efficacy [9]. On the other hand, negative emotions can disrupt communication, hinder decision-making, and ultimately reduce team effectiveness [28]. ...
Teamwork is pivotal in medical teamwork when professionals with diverse skills and emotional states collaborate to make critical decisions. This case study examines the interplay between emotions and professional skills in group decision-making during collaborative medical diagnosis within an Intelligent Tutoring System (ITS). By comparing verbal and physiological data between high-performing and low-performing teams of medical professionals working on a patient case within the ITS, alongside individuals' retrospective collaboration experiences, we employ multimodal data analysis to identify patterns in team emotional climate and their impact on diagnostic efficiency. Specifically, we investigate how emotion-driven dialogue and professional expertise influence both the information-seeking process and the final diagnostic decisions. Grounded in the socially shared regulation of learning framework and utilizing sentiment analysis, we found that social-motivational interactions are key drivers of a positive team emotional climate. Furthermore, through content analysis of dialogue and physiological signals to pinpoint emotional fluctuations, we identify episodes where knowledge exchange and skill acquisition are most likely to occur. Our findings offer valuable insights into optimizing group collaboration in medical contexts by harmonizing emotional dynamics with adaptive strategies for effective decision-making, ultimately enhancing diagnostic accuracy and teamwork effectiveness.
... By prioritizing safety through appropriate uniforms, companies not only protect their workforce but also foster a culture of safety and improve operational efficiency. Therefore, work uniforms that meet Occupational Safety and Health (OSH) standards are an important element that not only serves as a corporate identity but also as physical protection for workers from various potential hazards in the field (Haas & Mortensen, 2016). ...
This study explores the role of Corporate Social Responsibility (CSR) in empowering women in local communities through PT Borneo Indobara’s initiatives, focusing on the sustainable production of uniforms. The research identifies key challenges faced by local tailors, including limited skills, outdated equipment, access to quality raw materials, and market constraints. By applying the Shared Value Framework (SVF) and Theory of Change (ToC), the study proposes solutions that integrate community empowerment with business strategies. Key recommendations include skills development for women, provision of modern sewing machines, and the creation of local supply chains for raw materials. The findings demonstrate that empowering local women through targeted training and financial support can significantly enhance their ability to meet industry standards, thereby fostering economic growth and improving local production capacity. The study also emphasizes the importance of collaboration between businesses, government, and local stakeholders in creating a sustainable model for local uniform production. This approach not only helps PT Borneo Indobara meet its uniform supply needs but also contributes to the broader social development of the community. The research provides a model that can be replicated by other industries looking to integrate CSR and CSV initiatives into their business operations, contributing to long-term sustainable development goals such as gender equality and inclusive economic growth.
... Moreover, remote work can increase job satisfaction . Virtual collaboration tools have enabled more efficient communication and coordination across geographically dispersed teams (Haas and Mortensen, 2016). Despite the growing recognition of workplace mental health, our understanding of how managers perceive personal crises and their impact on human resource management remains incomplete. ...
This systematic review aims to comprehensively examine research on burnout and personal crises in managers, offering insights into their impact on work performance, engagement, and overall well-being of managers. The article is based on a systematic review of 125 articles published in journals indexed on Web of Science. The identified texts are subjected to thematic analysis. The review summarizes key findings, identifies prevalent themes, and provides HRM recommendations. Additionally, it proposes a research roadmap, advocating methodological advancements and interdisciplinary approaches to enhance understanding in managerial contexts. The paper reveals a dramatic lack of qualitative studies that shed new light on problematic aspects of managerial practice and mature understanding of their psychologically challenging situation. Further research should focus on comparisons between manager burnout and ordinary workers, focus on a qualitative understanding of the context and lived experience of managerial practice, and shape recommendations that reflect the specifics of managerial work.
... The importance of virtues like honesty, integrity, humility, and trust is evident in both organizational and cross-cultural contexts (Thamhain, 2013;Roberts et al., 2016). Haas and Mortensen (2016) argue that the most critical elements for collaboration are enabling conditions, including a compelling direction, strong structure, and supportive context. These findings highlight that successful collaboration depends not only on the virtues of team members but also on the conditions created to support collective efforts. ...
Team leadership represents a departure from traditional hierarchical structures, which are increasingly viewed as ineffective in modern organizations across both secular and private sectors. The study aimed to explore how the selected team leadership dimensions differentially fostered growth in Pentecostal churches in Kenya. The investigation proceeded through the lenses of The Hill Model for Team Leadership. The study employed correlation research design. The target population for this study comprises 42,209 clergy members, specifically 2,828 bishops, 11,633 reverends, and 27,748 pastors, from Pentecostal churches across Kenya. A simple random sample of 380 participants was drawn. Structured questionnaire was administered using drop-and-pick method. Data was summarised using mean and standard deviation while inferences were drawn using correlation and regression analysis techniques. Results showed that team leadership dimensions collectively explained 19.4% of the variance in church growth, with a significant F-value (15.144, p < 0.01). Among the individual predictors, humility and collaborative climate had significant positive effects on church growth, while shared values, team competence, and integrity were not significant. Conclusions were drawn that collaborative climate is the most crucial factor in promoting church growth. Further, church leaders who demonstrate humility are better positioned to build strong relationships and inspire growth within their congregations. In light of the outcome of this study, bishops should prioritize the cultivation of a collaborative climate within their regions. Pastors should also focus on developing their humility as a core leadership trait.
... Over the years, scholars have continued to identify key graduate attributes, skills and competencies that contribute to employability, and while the concept has remained somewhat difficult to define (Cranmer, 2006), the literature has pointed to key attributes that are considered paramount to employability. These have included: communication skills (Andrews & Higson, 2008;Fallows & Steven, 2000), critical thinking, teamworking skills (Haas & Mortensen, 2016); creativity (Rampersad & Patel, 2014), leadership (Archer & Davison, 2008;Rosenberg et al., 2012) and resilience (Fugate & Kinicki, 2008), amongst many others. ...
There has been increasing interest worldwide on the matter of graduate employability, namely the skills and attributes that render new graduates valuable contributors to the workforce. The extant literature points to a need for a better understanding of desired graduate attributes from different stakeholder perspectives. Using multivariate analysis of covariance, the present study evaluates the extent to which graduate job seekers and managers align in their ratings of 24 graduate attributes. Two distinct samples, one consisting of graduate job seekers (n = 705) and the other consisting of managers (n = 245), were sourced and subsequently merged into a single sample (n = 950), thus enabling between-subjects analyses. The results indicate that job seekers and managers agree on the importance of half of the 24 employability traits. For the remaining half, graduate job seekers both over- and under-estimate how important the attributes are in the eyes of managers. The results have important theoretical contributions to human resource management and practical implications that can benefit job applicants, employers and universities aiming to boost graduate employability.
... Multiple studies have found that cooperation leads to better outcomes and organizational prospects, such as greater workplace productivity, service quality, employee engagement, and reduced turnover (El-Said, 2014;Gallie et al., 2012;Haas & Mortensen, 2016). However, despite human cooperation, all workplace teams cannot be practical or complete the purpose unless they have the same goal and learn to collaborate (Bontis et al., 2002). ...
Many hospitality firms face multiple obstacles in their attempts to enhance and sustain the performance and dedication of their personnel. This paper investigates the link between team climate, cultural diversity, organizational learning, and sustainable employee performance (SEP) in China’s hotels. Using purposive sampling, data were collected from hotel employees through a survey. A total of 452 questionnaires were distributed, and 380 were confirmed for analysis. Following a Structural Equation Modelling (SEM) procedure, the salient findings show that managers believe organizational learning is essential to boosting the hotel’s SEP. In contrast to management’s belief, team climate and cultural diversity toward organizational learning are the missing links in improving the hotel’s SEP. Finally, a proactive personality significantly strengthens the moderating effect between organisational learning and SEP. The study illuminates the importance of SEP in the hotel sector while offering fresh insights into its shortcomings and weaknesses. The practical implications of this research can empower hotel management with actionable strategies that promote sustainable employee performance, thereby enhancing their preparedness and effectiveness in this area.
... Em relação as competências-chave do que podemos chamar de "e-líderes" em supervisionar equipes dispersas operando em ambiente virtual, resultados obtidos em recentes pesquisas mostram que esses atores precisam desenvolver uma combinação de habilidades técnicas, tecnológicas e socioemocionais. Esses gestores podem coordenar seus grupos utilizando tecnologias de comunicação avançadas e adequadas (identificando o momento de optar por métodos síncronos ou assíncronos, eletrônicos ou tradicionais), compartilhar objetivos comuns e claros com a equipe e proporcionar um contexto de apoio e confiança (Haas & Mortensen, 2016;Savolainen, 2014;Van Wart et al., 2019). Seguindo essa visão, o modo de gestão baseado na confiança é muito mais importante para os trabalhadores remotos do que para seus pares que atuam presencialmente. ...
Resumo Este estudo desenvolveu e testou a validade de uma escala que mede as habilidades para gerir o trabalho desde casa, como: relatar mudanças, buscar informações, definir prioridades, definir e adaptar metas, avaliar os resultados do trabalho, distribuir tarefas e fornecer feedback. Participaram 2.038 gestores de três organizações públicas brasileiras. As análises fatoriais exploratórias, confirmatórias e multigrupo revelaram uma estrutura unifatorial de oito itens, excelentes índices de confiabilidade e qualidade de ajuste, bem como invariância para gênero e faixas etárias. A escala curta permite testar modelos de pesquisa com múltiplas variáveis, estudos comparativos (teletrabalho voluntário versus compulsório) e estudos interculturais.
... The coherence of their opinions was measured by M. Kendall's concordance coefficient. Calculations of the concordance coefficient and verification of its significance are given in detail in the works of many authors (Hrinko, 2021;Yashkin, 2013;Haas & Mortensen, 2016). ...
Objectives. The study aimed to substantiate theoretical and methodological approaches to choosing a development strategy for the National Sports Federation based on a strategic analysis of its activities in the current socio-economic conditions. Material and methods. The study involved an analysis of scientific and methodological literature, SWOT-analysis, methods of formalization and generalization, as well as mathematical statistics. Results. A study was conducted on the activities of the public organization “Fencing Federation of Ukraine” (“FFU” PO) using SWOT analysis, considering the current socio-economic conditions. As a result, the following components of four possible directions of the organization’s activities are determined: development strategy, limited-growth strategy, stabilization strategy, and protection strategy. After determining and quantitatively evaluating the factors and quality of the four directions in the “FFU” PO development, while taking into account the trend of world sports development, it can be concluded that the most promising direction for the “FFU” PO activities is a development strategy envisaging the use of the organization’s strengths to realize the external environment opportunities. Conclusions. It is proposed to use a development strategy in the activities of the “FFU” PO — diversification, which envisages innovations in management and marketing, ensuring the financial stability of the organization, improving the quality of athlete training through the introduction of new technologies, and consolidating the organization’s positive image.
... The answer is a compelling direction that would have everyone working together. 34 The 2021 OHO Interactive survey of university marketing staff found respondents needed strategic direction from leadership and were incapable of measuring results and tying them to the big picture because of a lack of communication regarding the strategic goals. So, a well-communicated strategic direction is critical to have staff and faculty working together. ...
Faculty and staff collaboration is increasingly important for higher education institutional success. Creating an environment of cooperation and developing faculty–staff cross-silo dialogue can be done with mission-driven, clearly communicated and measurable strategic goals, where staff have a clear vertical structure of responsibilities and perceive faculty being incentivised to work with them, and faculty have a thorough understanding of the beneficial outcomes of their collaboration with staff. As marketing efforts increasingly take centre stage and marketing staff grow in numbers, a clear and well-communicated structure, with regular meetings, a good two-way flow of information and a culture that fosters collaboration between faculty and staff may prove invaluable in building brand awareness and driving results.
... Globalization, Industry 4.0, and Digital Transformation have changed the project management landscape. Projects are now the drivers in the formulation of corporate strategy [7]. ...
In recent years, as the impressive advancement of information and communication technology has facilitated the transfer of expertise, capital, and knowledge beyond the geographical boundaries of the Information Technology (IT) projects. New forms of cross-border projects have arisen, increased complexity and uncertainty of the IT projects but also created a wealth of new knowledge. Project managers faced various challenges in the fields such as lack of identification of team members' expertise and knowledge, outdated skillsets, absence of cooperation between team members, education development and technology support in IT projects. Based on the literature review, Knowledge Creation (KC) theory is able to solve the above-mentioned problems. The purpose of the study is to propose an integrated model to examine antecedents covering transactive memory system, t-shaped skill, team collaboration, organizational learning in project, and IT-support to improve knowledge creation for IT projects in Malaysia. The antecedents are constructed based on a practice review and literature review. The integrated model proposes job satisfaction as a mediator between team collaboration and KC. Past research examine job satisfaction as a mediator between organizational culture with knowledge management. However, the lack of empirical studies on sub-dimensional organizational culture also referred to as clan culture, which emphasizes the characteristic of collaboration and how job satisfaction mediates the relationship with KC. The study is adopting quantitative approach setting up questionnaire survey based on the study model. Project managers who work in the ICT companies located at the Multimedia Super Corridor (MSC) in Malaysia were chosen as the participants. The findings provide insights about the degree of influences and clarifies the relationship between the antecedents and KC. Finally, this study has significant implications for organizations on how to address the challenges posed by the practitioners in IT projects.
... Organizations must be rapid to adapt and innovate in their efforts to remain competitive and create long term value for their stakeholders [6]. It has been previously discussed that effective teamwork promotes innovation, improves adaptability, enhances organizational flexibility, and reduces employee turnover [2], [7]. As a result, organizations dedicate great efforts towards the creation of work conditions that facilitate value generation in collaborative team activities that occur in this fast-moving work environments [7]. ...
... Students practiced some of Reuben and Kealey's (1979) communication competencies of withholding judgment and remaining open to insights from other cultures in dialogue in class and on the projects. Students found consistency with Haas and Mortensen (2016) in that they strived to avoid the 'us versus them' attitude in their teams. Instead, they strived to develop a shared mindset through teamwork. ...
University students in the social sciences primarily have learned theories and concepts but rarely have received guidance in personalizing the knowledge or applying knowledge in ways that develop new skills that enable them to contribute to society upon graduation. Students have been seeking to learn by engaging with interesting subject matter and skills applicable in today’s world. University professors have not adequately responded to student preferences for more engaged learning that relates to their future careers. More models are needed that respond to the gap between student preferences, teacher deliverables, and society’s labor needs. This paper presents one such model that engaged collaborative leaderful practices with 25 upper-class multicultural students in intercultural communication classrooms at a Hawaiian university. The class was designed with learning activities for students in small team research projects to examine organizational cultures, leadership, and teamwork. Within such a framework the students applied classroom theories into an actual workplace. The teacher’s engagement in the preparation, implementation, and evaluation of the projects was led collaboratively with the students and their off-campus organizational representative leaders. These team research projects utilized ethnographic methods to investigate a company’s artifacts, observations, and interviews for data to analyze its culture, leadership, and teams. The course design enabled the concurrent study of the effects of collaborative leaderful practices and processes. The data source for this study was the students’ personal essays which were processed by content-analysis. Student findings were presented herein in five themes: (a) collaborative leadership practices; (b) organization culture research processes; (c) integrating theories and practice; (d) Hawaiian learning style; and (e) personal confidence for leadership roles in society. The study’s results found that theory-grounded collaborative community projects can enhance students’ motivation for learning about team and leadership development to strengthen their career opportunities. Student benefits included gains in motivation for learning, increased enthusiasm, and deeper engagement in learning processes. The results further demonstrated that collaborative teaching practices that engaged students with community leaders in their workplaces can enhance teachers’ effectiveness in collaborative student–teacher engagement. Teacher benefits included learning from multicultural students how to improve teaching practices. This model and the study’s findings contribute to educators an innovative way of integrating social science theories with classroom practices and community projects, which benefit teachers in responding to student needs, students in learning that prepares them for their careers, and universities by improving relationships with local communities.
... A novel theoretical contribution of this study is revealing the development of the neurological basis of the shared mindset in childhood and adolescence. The shared mindset is a concept in sociology and management (Haas and Mortensen, 2016), which means common beliefs and values informed through the social norm and accumulative experience (Verhoeven et al., 2019). The shared mindset is manifested as shared neural processes elicited by the same external input, generating similar emotional experiences and cognitive interpretations (Yeshurun et al., 2021). ...
The rapid brain maturation in childhood and adolescence accompanies the development of socio-emotional functioning. However, it is unclear how the maturation of the neural activity drives the development of socio-emotional functioning and individual differences. This study aimed to reflect the age-dependence of inter-individual differences in brain responses to socio-emotional scenarios and to develop naturalistic imaging indicators to assess the maturity of socio-emotional ability at the individual level. Using three independent naturalistic imaging datasets containing healthy participants (n = 111, 21, and 122), we found and validated that age modulated inter-individual concordance of brain responses to socio-emotional movies in specific brain regions. The similarity of an individual’s brain response to the average response of older participants was defined as response typicality, which predicted an individual’s emotion regulation strategies in adolescence and theory of mind (ToM) in childhood. Its predictive power was not superseded by age, sex, cognitive performance, or executive function. We further showed that the movie’s valence and arousal ratings grounded the response typicality. The findings highlight that forming typical brain response patterns may be a neural phenotype underlying the maturation of socio-emotional ability. The proposed response typicality represents a neuroimaging approach to measure individuals’ maturity of cognitive reappraisal and ToM.
... Haas and Mortensen [77] described the differences between team projects today and in the past. According to their research, the geographical, digital and individual diversity within a project team creates the need to build a strong team structure and provide support for each member of the team project. ...
The COVID-19 pandemic social distancing forced a shift from Face-to-Face (F2F) to virtual work sessions, applying innovative digital tools. These tools have previously been neglected, mainly due to a conservative approach or prioritization. Consequently, their effectiveness was never tested in depth. While applying these innovative digital tools during the COVID-19 pandemic was clearly preferable to shutting down organizational activity, managers and workers recognized the advantages of these alternatives and tended to apply them in the post-COVID-19 period. However, in this post-pandemic period, which is free from social distancing limitations, a relatively full space of choices was introduced again, which raised the question whether these alternatives should be kept. Therefore, this study examines whether digital communication tools can adequately substitute F2F sessions in project management. We conducted an experiment with participants (n=269),askingthem to perform project-oriented tasks on four platforms: as individuals, in an F2F group meeting, on Zoom, or using WhatsApp. The results indicate that while an F2F meeting is more effective than individual work, Zoom and WhatsApp are not. These findings appear surprising and may contradict the concept of group empowerment. The use of digital sharing platforms did not affect the tasks’ performances nor create synergy. This raises the issue of whether these digital means are here to stay, should be discarded, or must be upgraded.
... See [5] [6] [7] and [8]. According to [9], there are six keys to effective human collaboration in the workplace. These are: a common goal, open communication, defined roles and responsibilities, trust, flexibility, recognition, and rewards. ...
The paper proposes a novel approach to enhance the resilience of mutual collaborative activity between humans and robots in industrial assembly tasks. The approach exploits Adversarial Reinforcement Learning (ARL) to enable a robot to learn an assembly policy that is robust against human mistakes. The adversary can represent various sources of uncertainty or disturbance in the environment. By learning from adversarial feedback, the agent can improve its performance and adaptability in challenging scenarios. The paper applies ARL to the execution of the assembly task sequence. The robot acts as one agent and learns how to assist the human partner during the assembly. The agent simulating the human partner acts as the adversary and deliberately introduces mistakes during the assembly process. The robot also learns how to cope with different levels of human competence and cooperation by adjusting its own behaviour accordingly. The paper evaluates the proposed approach through experiments reproducing complex assembly sequences and compares it with baseline methods that use conventional optimization algorithms. The results show that ARL does not outperforms conventional optimization algorithms in terms of task completion time but guarantee robustness against human mistakes. The paper also discusses the implications for human-robot collaboration and suggests future directions for research.
... Teammates can provide social support and, crucially, different perspectives, challenging each others to question points of view and initial assumptions. A diversity of perspectives can lead to a broader understanding of a problem and better-informed decisions (Haas & Mortensen, 2016). Researcher Richard Hackman defined team processes that increase collaborative intelligence, including understanding the skills and expertise of team members and harnessing those skills as synergistic qualities that increase a team's collaborative intelligence. ...
This paper examines the transformative role of Large Language Models (LLMs) in education and their potential as learning tools, despite their inherent risks and limitations. The authors propose seven approaches for utilizing AI in classrooms: AI-tutor, AI-coach, AI-mentor, AI-teammate, AI-tool, AI-simulator, and AI-student, each with distinct pedagogical benefits and risks. The aim is to help students learn with and about AI, with practical strategies designed to mitigate risks such as complacency about the AI's output, errors, and biases. These strategies promote active oversight, critical assessment of AI outputs, and complementarity of AI's capabilities with the students' unique insights. By challenging students to remain the "human in the loop," the authors aim to enhance learning outcomes while ensuring that AI serves as a supportive tool rather than a replacement. The proposed framework offers a guide for educators navigating the integration of AI-assisted learning in classrooms
... Such dynamics can aid team survival, despite the demands that collaborative work tasks and high-pressure environments can bring. 9 People who feel positively connected to each other are more likely to stick together through adversity and provide the type of support that reduces burnout and turnover. 10 Furthermore, creativity and knowledge transfer can improve when teams have a chance to bond and build trust together. ...
... Early in a virtual team's life span, for example, leaders can work collectively with members to develop a team charter that makes goals and expectations explicit (Carter et al. 2015, Mathieu & Rapp 2009). To create and maintain a supportive social climate, virtual leaders should orchestrate regular interactions with and between followers, which can be accomplished by arranging get-togethers (e.g., virtual coffee breaks), implementing buddy systems, scheduling regular check-ins with employees, or setting aside the first 10 minutes of meetings for open discussion (Haas & Mortensen 2016). Finally, virtual leaders need to set and, perhaps more importantly, model norms related to inclusive participation and work-life boundary management. ...
The growth in virtual work is reshaping how leaders interface with their followers: Face-to-face interactions are increasingly being supplanted by virtual exchanges. To advance understanding of the implications of leading in this changing environment, we apply functional leadership theory to synthesize the findings of the virtual leadership research that has been conducted across different leadership perspectives and levels of analysis. We identify four traditional leadership functions that empirical research suggests have a stronger effect on follower need satisfaction in virtual settings and highlight a new function—facilitate the use of technology—as particularly germane to virtual leadership. Our review reveals several promising future research directions, including the need to examine the effects of leadership along the full spectrum of virtuality and to consider the unique challenges that leaders may encounter in hybrid work environments. We also outline important practical implications for organizations, leaders, and their followers.
Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 10 is January 2023. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
... Agency increases a team's ability to innovate even in the presence of disagreements; in fact, it is a prerequisite for the positive association between minority dissent (where a few group members disagree with the group decisions) and innovation (De Dreu and West 2001). In terms of worker well-being, agency leads to increased feelings of empowerment, intrinsic motivation, personal meaning, and reduces stress; these properties lead to increased teamwork satisfaction, cohesion (Carless and De Paola 2000; Gard et al., 2003;Man and Lam 2003), and commitment (Haas and Mortensen 2016;Kurtessis et al., 2017;Hackman and Oldham 1976). Further, when group members have a high degree of autonomy, they develop a sense of ownership and control over their own work and ideas, stimulating their creativity (Pratt and Jeffcutt 2009;Andriopoulos 2001). ...
As the volume and complexity of distributed online work increases, collaboration among people who have never worked together in the past is becoming increasingly necessary. Recent research has proposed algorithms to maximize the performance of online collaborations by grouping workers in a top-down fashion and according to a set of predefined decision criteria. This approach often means that workers have little say in the collaboration formation process. Depriving users of control over whom they will work with can stifle creativity and initiative-taking, increase psychological discomfort, and, overall, result in less-than-optimal collaboration results—especially when the task concerned is open-ended, creative, and complex. In this work, we propose an alternative model, called Self-Organizing Pairs (SOPs), which relies on the crowd of online workers themselves to organize into effective work dyads. Supported but not guided by an algorithm, SOPs are a new human-centered computational structure, which enables participants to control, correct, and guide the output of their collaboration as a collective. Experimental results, comparing SOPs to two benchmarks that do not allow user agency, and on an iterative task of fictional story writing, reveal that participants in the SOPs condition produce creative outcomes of higher quality, and report higher satisfaction with their collaboration. Finally, we find that similarly to machine learning-based self-organization, human SOPs exhibit emergent collective properties, including the presence of an objective function and the tendency to form more distinct clusters of compatible collaborators.
... The involvement of these actors would provide the appropriate environment to secure successful mentor-mentee relationships with the bene ts associated. In this regard, the FVL organizational structure, including its clinical research center and department of surgery, matches the model suggested by Kibbe and is in line with the classical conditions of team effectiveness identi ed by J. Richard Hackman -a compelling direction, a strong structure, and a supportive context [11]. ...
Purpose
Little is known about the current status of mentoring and mentorship programs in the Colombian surgical community. This report aims to present the example of Dr. Alberto Federico García's mentoring to inform Colombian surgeons interested in mentoring young individuals who desire to pursue a surgical career. To this end, this paper describes Dr. Garcia's mentees' academic trajectory since they started working with him.
Methods
The academic trajectory of Dr. Garcia’s mentees was descriptively analyzed.
Results
Since 2015, 5 young physicians worked under the mentorship of Dr. Garcia at FVL university hospital in Cali, Colombia. All the mentees had a considerable rise in their research outputs since they started working with Dr. Garcia. Overall, the mentees submitted and presented abstracts in surgical meetings and got accepted into a residency program in general surgery.
Conclusion
This paper depicts a consistent improvement in the academic performance of Dr. Garcia's mentees during the period they worked with him, including research output and the mentees' personal goal of getting admitted to a general surgery residency program.
Within close scientific collaborations, partners trust and support each other. Super-partnerships emerge among scholars who are interconnected within tightly knit collaborative networks. Understanding the characteristics of super-partnerships is crucial for comprehending patterns of super-relationships and partner selection. In this paper, we introduce a new concept that defines a collaborative partner with a super tie as a “career partner”. This study focuses on career partnerships within the field of economics, employing a relationship-centered Exponential Random Graph Model (ERGM) to identify the characteristics of career partners. A total of 3724 pairs of career partners were identified in economics. Several noteworthy findings regarding the characteristics of career partnerships are summarized as follows: (1) in terms of research level, career partners exhibit higher research productivity and longer careers, and scholars with a “similar standing” are more likely to become career partners than those with a “disparity in status”; (2) in terms of gender, “same-gender attraction” is more likely to foster strong relationships than “opposite-gender attraction”; (3) in terms of research topics, academics are more inclined to form super-connections with career partners who share “like-mindedness”; (4) in terms of geographical proximity, scholars who are “inseparable as body and shadow” are more likely to become career partners than those who are “far apart”. Our findings suggest that academics are more likely to form career partnerships with partners who share similar characteristics. This paper explores the attributes of career partners and provides a new reference for researchers in selecting academic partners.
As it is well known, leadership is a complex and multifaceted process that involves the ability to influence, motivate, and guide individuals or groups towards the achievement of a common goal (Northouse, 2018). In today's rapidly changing and increasingly interconnected world, effective people leadership has become more critical than ever, requiring leaders to adapt and respond to various challenges while using their strengths and mitigating their weaknesses.
In the context of my leadership project, I aim to develop a comprehensive leadership development program for PIM parcel in motion, an imagined transportation company that operates in Vienna, Austria, as a small parcel delivery company. The research in two papers will focus on equipping the CEO of the company with the tools and strategies needed to overcome challenges and leverage his strengths while addressing his weaknesses.
This paper will analyze the challenges, strengths, and weaknesses of the PIM company leader, drawing on scientific sources and theories. and in the second paper will dive into the leadership vision project and will be discussed deeper. However, the concepts discussed in those papers can be applied to improve leadership effectiveness in a real-world setting, particularly in small companies like PIM.
Transplantation is a high‐risk, high‐cost treatment for end‐stage diseases and is the most strictly regulated area of healthcare in the United States. Thus, achieving success for patients and the program requires skillful and collaborative leadership. Various factors, such as outcomes, volume, and financial health, may measure the success of a transplant program. Strong collaboration between clinical and administrative leaders is key to achieving and maintaining success in those three categories. Clinical leaders of adult programs, such as medical and surgical directors, bear the primary responsibility for a program's volume, outcomes, and patient safety, while administrative directors are focused on business intelligence and regulatory compliance. This paper aims to provide readers with insights into the critical role of collaborative leadership in running a successful program, with a focus on clinical, business, and regulatory perspectives.
Seeking to extend Figaro’s (2015) research, the current study developed a thorough list of attributes and competencies perceived as relevant for the hybrid team leader in a post- COVID-19 workplace. To accomplish this objective, a Delphi study was conducted using the 80 items from the 13 proposed subscales in the VTL (Figaro, 2015) and 30 items from the five subscales of the LPI (Kouzes & Posner, 2012). Fifty-two business leaders and subject matter experts in the area of leadership and hybrid teams provided their opinions and insight into what attributes and competencies they perceived as essential to leaders of hybrid teams and also rated whether they believed the attributes and competencies they developed were perceived as innate to the individual or could be taught. In total, the expert panelists developed a list of 173 attributes and competencies in the first three rounds of the study. They determined that 16 achieved 80% consensus that they could be taught; however, when the parameters were extended to include mean ≥ 3.5, standard deviation < 1.0, and consensus ≥ 70%, 80 of the 173 items gained consensus that they could be taught. By further increasing the limits to include consensus ≥ 50.01%, the expert panelists agreed 129 of the 173 attributes or competencies could be taught, determining that most of the skills, or 74.6%, perceived as relevant to the hybrid team leader might be learned and developed via teaching or training. Further study is required to affirm which competencies can be taught. However, the current study offers a foundation for future research.
Keywords: Ability, Attributes, Competencies, COVID-19, Hybrid Teams, Hybrid Team
Leader, Hybrid Work, KSAs, Knowledge, Leadership, Skills, Traits, Virtual Teams,
Virtual Team Leader
The current concept of being "green" in recent years is associated with a rising interest in studying the impact of various economic elements, such as customers, competitors, stakeholders and others on the environment. That is why the principles underlying green marketing are the subject of constant research. This concept appeared in the late 80's, with a focus on presenting products with a range of environmental characteristics. Thus, consumers were offered new products, called "green products", which developed according to the principles of sustainable development. That is why the realization of an active link between marketing, quality and sustainable development is already seen as a strong competitive advantage in a turbulent environment. Therefore, the main purpose of this article is to study the strength and prerequisites for achieving this connection between the elements of the environment. By studying different theories to achieve competitive advantage based on resources, differentiation or product quality, we should believe that achieving sustainable development throughout the supply chain is a key factor for high competitiveness.
This paper investigates the impact of an active learning exercise designed to help undergraduate IT/IS (Information Technology/Information Systems) and business students recognize the importance of a common domain vocabulary for collaboration in the ambiguous settings which will be endemic in their careers as IT/IS professionals. We provide preliminary results to promote further research. We also investigated and assessed the robustness of our learning exercise with students with high exam performance and with low performance, and with students in the US and China, all showing improved recognition of the importance of a common domain vocabulary for collaboration. We present relevant literature, provide a detailed description of our active learning exercise, discuss our preliminary findings, identify limitations, and suggest future research.
Michael Soto’s life and work spanning from Colombia to the United Kingdom has been full of serendipity and he aims to keep it this way. In this contribution, Soto takes the reader on a journey between these two places and outlines how he became involved in the practice of institutionalizing serendipity, developing an organizational process known as Randomised Coffee Trials that has been used across the globe by nonprofits, governments, and companies. He highlights the role of networks in serendipity, while emphasizing that it depends not just on the patterns of interactions as might be represented in a network map, but also on how individuals interact. The chapter juxtaposes two distinct contexts; offices and post conflict settings, which helps make salient the skill-, and resource-inequities between people in those settings and their ways of dealing with vulnerability and shortage. In conclusion, Soto argues that serendipity can be institutionalized and is more likely to happen when we understand the process behind it, and that positions in networks are intertwined with privilege and inequity, which affects the scale of impact of serendipity in those different contexts.
The requirement to achieve the successful implementation and
operation of technology is more urgent than ever, given the changes to society imposed by the pandemic and post-pandemic events. The identification of critical factors for the success of technology has become paramount for organisations, irrespective of their sector. This paper accesses a literature review of current and seminal sources together with empirical research to discern a framework for examining the topic. A thematic analysis was performed to identify the key areas for critical project success factors. A summary of these areas for practice was then formulated, in order to assist both practitioners and academics in this sphere.
Critical Success Factors (CSFs) in Technology Management are
defined as the principal areas requiring satisfactory results in order to ensure the successful delivery of systems’ objectives. The use of ‘hard’, namely objective, and ‘soft’, namely subjective, information can be required to measure these factors. CSFs are also dynamic, in that they may change over time and thus require ongoing reflection and revaluation, to potentially redefine them in order to accommodate the organisation’s current environment.
A semi-structured interview was held with an experienced project
manager. The main themes were then discerned, using an inductive, grounded approach. The focus was on determining the critical factors for change management, as applied in this sphere.
As the world went into a compelled lockdown in 2020-21as a result of the pandemic, remote working (flexibility to work from anywhere, anytime) came as a rescue for the survival of the companies and the employees during unprecedented times but it removed the boundaries between work and family, work and home, professional and personal routine etc (termed widely as ‘work boundary conflict’) which has created challenges to employees and management alike. Despite the challenges and the fading away of the pandemic in 2022-23, several companies especially the multinationals with work force across the world are considering having remote working as the norm in their ‘future of work’ model. It is in this context that ensuring motivation and productivity amongst employees in such a work-boundary conflict has become the key focus point for managements across the world. Managers need to quickly adapt to the changing work model and are in a befuddled state as to what is expected from them, how to steer their actions etc. This literature review focusses to identify the key issues faced due to teleworking (time lag in recognition, stress & anxiety for employees, social isolation, skewed appraisals, implementation barriers etc.) and comes up with a recommendation package to the management to ensure motivation and productivity amidst this paradigm shift. Key recommendations include autonomy to workers, use of modern communication tools, management by objectives, focus on emotional intelligence of employees, constant feedback to employees, re-defining training needs etc. Objective of this paper is to act as a ready reckoner for management personnel. This paper also identifies certain gaps in the past researches viz. lack of focus on industry-specific or generation specific attributes of teleworking, limited use of quantitative techniques etc. These raise certain interesting questions and opportunities for future research in this area.
This book gives insights into important factors that are shaping effective learning for sustainability and describes innovative teaching formats that will enable students to contribute to a more sustainable world in their future role as decision makers. Basic concepts in the context of sustainability-related teaching and learning are defined and the relation between learning objectives, methods, skills and outcomes is conceptualised. The book’s detailed description of 23 teaching formats, including their learning objectives, course contents and structure, as well as applied methods aims at supporting lecturers and trainers in the design of their own teaching formats. With conbtributions by Pilar Acosta, Bimal Arora, Hasret Balcioglu, Diana Bank Weinberg, Maria Angeles Bustamante Gallego, Silke Bustamante, Julen Castillo-Apraiz, Helen Chiappini, Arrate Lasa Elguezua, Iñaki Etaio Alonso, Diego Rada Fernandez de Jauregui, Irene Garnelo-Gomez, Jonatan Miranda Gomez, Zsuzsanna Győri, Tony Henshaw, Igor Hernandez Ochoa, Mark Hoyle, Maria V. Ilieva, Divya Jyoti, Achilleas Karayiannis, Prashan S. M. Karunaratne, Philipp Kenel, William Kitch, Tetiana Kravchenko, Idoia Larretxi Lamelas, Edurne Simón Magro, Olaia Martinez Gonzalez, Martina Martinovic, Virginia Navarro Santamaria, Maria, Nemilentseva, Rana Parweeen, Andrea Pelzeter, Daria Podmetina, Manuel Quirós, Ellen Saltevo, Marina Schmitz, Elena Senatorova, Kai Shaman, Aušrinė Šilenskytė, Julia Solovjova, Unai Tamayo Orbegozo, Marko, Torkkeli, Itziar Txurruka Ortega, Gustavo Vargas-Silva, Anna Young-Ferris and Chuan Yu.
This book gives insights into important factors that are shaping effective learning for sustainability and describes innovative teaching formats that will enable students to contribute to a more sustainable world in their future role as decision makers. Basic concepts in the context of sustainability-related teaching and learning are defined and the relation between learning objectives, methods, skills and outcomes is conceptualised. The book’s detailed description of 23 teaching formats, including their learning objectives, course contents and structure, as well as applied methods aims at supporting lecturers and trainers in the design of their own teaching formats. With conbtributions by Pilar Acosta, Bimal Arora, Hasret Balcioglu, Diana Bank Weinberg, Maria Angeles Bustamante Gallego, Silke Bustamante, Julen Castillo-Apraiz, Helen Chiappini, Arrate Lasa Elguezua, Iñaki Etaio Alonso, Diego Rada Fernandez de Jauregui, Irene Garnelo-Gomez, Jonatan Miranda Gomez, Zsuzsanna Győri, Tony Henshaw, Igor Hernandez Ochoa, Mark Hoyle, Maria V. Ilieva, Divya Jyoti, Achilleas Karayiannis, Prashan S. M. Karunaratne, Philipp Kenel, William Kitch, Tetiana Kravchenko, Idoia Larretxi Lamelas, Edurne Simón Magro, Olaia Martinez Gonzalez, Martina Martinovic, Virginia Navarro Santamaria, Maria, Nemilentseva, Rana Parweeen, Andrea Pelzeter, Daria Podmetina, Manuel Quirós, Ellen Saltevo, Marina Schmitz, Elena Senatorova, Kai Shaman, Aušrinė Šilenskytė, Julia Solovjova, Unai Tamayo Orbegozo, Marko, Torkkeli, Itziar Txurruka Ortega, Gustavo Vargas-Silva, Anna Young-Ferris and Chuan Yu.
ResearchGate has not been able to resolve any references for this publication.