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Work groups and teams in organizations
... Teams are pervasive, establishing themselves as the building blocks of most organizations [18]. Featuring agile and flexible responses to complex dynamic tasks [15], [22], teams enable the potential to accomplish things beyond the reach of any individual acting alone [12]. From businesses, governments, communities, military, health, science, and everyday services, teams of people are the brains-and sometimes also the motor-behind many modern world activities [16]. ...
... Furthermore, R × and R + seem to produce comparable results. However, when focusing exclusively on the larger tests (tests [15][16][17][18][19][20][21][22][23][24][25][26][27][28][29][30], it becomes evident that R + outperformed R × in 10 out of the 15 tests, showing a trend of better performance for R + on larger tests. Nevertheless, drawing definitive conclusions from the available experiments 3 All the codes and algorithms are available upon request. ...
... On the other hand, R × and R + showed a similar performance, occasionally outperforming each other. However, R + exhibited a more consistent superior performance on larger tests (tests [15][16][17][18][19][20][21][22][23][24][25][26][27][28][29][30]). An analysis of running times revealed that R • had the lowest overall time, while R × and R * exhibited higher medians. ...
The Team Formation Problem in Social Networks (TFP-SN) describes the process of finding an effective group of people, drawn from a network of experts, to perform a particular task. For a team to be considered as effective, it requires to comply with a task-specific skills set while also showing a high degree of cohesiveness. Although team effectiveness is subject to multiple criteria, the study of the problem from a multi- objective (MO) perspective is still scarce. In this paper, we focus on an MO TFP-SN whose objective is to maximize the team’s level of expertise and the team’s density, simultaneously. To solve this problem, we introduce two novel recombination operators to be used within the framework of the well-known NSGA-II. Our proposed crossover operators act as heuristics that compute the parents’ unique and shared information, which is then combined for generating potentially improved offspring. Our experiments show that each of the two proposed crossover operators lead to significantly better results when compared to a naive crossover operator taken from the specialized literature. Particularly, the results consistently show higher hypervolume values when compared to the use of an adaptation of a simple recombination operator commonly used for this problem. The good performance of our proposed operators may be attributed to the incorporation of knowledge that exploits the structure of the problem.
... This principle can be clearly seen in isomorphic subsystems (e.g., individual, subgroup and group), similarly to a set of prefabricated blocks of a Russian matryoshka doll -those having the same shape but differing in size, and easily fitting into one another (Kahn, 1991). The hierarchy principle also manifests itself in multilevel systems, where individuals are included in teams, which, in turn, are included in a larger system -an organization (Kozlowski & Bell, 2003), or in so-called nested collectives, i.e., in limited-in-size collectives that are included in larger groups (e.g., Hogg & Terry, 2000;Lawler, 1992). ...
... Obviously, this function is more relevant for newcomers than for fullstanding members who have already adapted to the intra-group environment and collaborative activities. This function is more important for full-standing members when there are significant changes in: (a) the composition of the group, for example, due to the constant inflow or outflow of workers (Kozlowski & Bell, 2003); (b) tasks, conditions for and/or processes of their implementation (Burke et al., 2006;LePine, 2003LePine, , 2005Salwei et al., 2019); and (c) methods of remuneration, for example, when the group is in transition from a competitive to a cooperative structure of compensation for its members (Johnson et al., 2006); etc. ...
... Therefore, trust and openness represent one of the key aspects of the group (subgroup) function of the adaptation of members. In turn, group (subgroup) openness may depend on the group's norms (e.g., norms of cooperation), values (e.g., tolerance, benevolence), as well as longevity (Katz, 1982;Moreland & Levine, 1982) and success (Kozlowski & Bell, 2003). ...
In this article, we attempt to integrate and further develop conceptual ideas about functions of small groups and the informal subgroups that arise within them in relation to their respective members, namely, the functions of: (1) creating possibilities for realizing individual goals and meeting individual needs; (2) providing protection from external and intragroup social threats; (3) providing information to members; (4) educating members; (5) providing adaptive capacities to members; and (6) providing control and regulation. First, drawing on a functional analysis, we defined the concept of “function.” Next, we touched upon such issues as: the essence of each function; conditions for implementing the functions; the difference between an informal subgroup and a small group in how they implement the functions for their respective members; the effects of implementing the functions; and the related dysfunctions. This versatile account of the functions that small groups and informal subgroups implement in relation to their members allowed us to expand our understanding of these functions and their effects on attitudes, activities and the development of group (subgroup) members, as well as of some aspects of group and subgroup processes and performance. We conclude by presenting both theoretical and practical applications of the analysis of the functions of groups and subgroups and, accordingly, posed some important questions for further research and discussion.
... Marks et al. (2001, p. 357) describe team processes as "members' interdependent acts that convert inputs to outcomes through cognitive, verbal, and behavioral activities directed toward organizing taskwork to achieve collective goals." Team processes, like goal specification, coordination, and motivation play an integral role in promoting team effectiveness, because they are the vehicles that transform team inputs into outcomes (Hackman & Morris, 1975;Kozlowski & Bell, 2003;Kozlowski & Ilgen, 2006). ...
... We account for increasing opportunities for individuals to form their own teams and manage team boundaries (e.g., Marks et al., 2005) by first considering two team formation processes: enabling diverse team composition and managing external interdependence. After a team has formed, drawing again on Marks et al.'s (2001) taxonomy of team processes, we consider the six processes that have received replicable support in the literature (Kozlowski & Bell, 2003;LePINE et al., 2008). Table 2 (Column 1) defines each of these eight team processes and their respective categorizations. ...
... Team formation processes are influenced by the antecedent factors of individual demographic and psychological characteristics, skills, ideas, resources, and external member relations that form the foundation of team assembly mechanisms (Contractor, 2013;Guimerà et al., 2005;Kozlowski & Bell, 2003). Team formation processes are increasingly relevant within organizational settings due to the increasingly fluid nature of team memberships. ...
This paper addresses the need for theoretical advancements in understanding team processes and the impact of technology on teams. Specifically, it examines the use of digital collaboration technologies by organizational teams and their effect on team communication and collaboration. Using the concept of affordances as a theoretical lens, the paper explores the potential relationships between technology affordances and essential team processes. It also provides an agenda for future research on social technologies and teams as well as novel methodological approaches for better understanding the ways in which digital technologies are affecting team processes and performance in the workplace.
... CI is not just about sharing information, but about integrating it and collaborating to create solutions. Rather than individuals working in isolation in their respective areas of expertise, CI fosters interdependence and synergy among group members, allowing knowledge to flow dynamically and constantly (Kozlowski, SWJ and Bell, BS, 2019). ...
... Innovation in research: By integrating expertise and knowledge from different disciplines, QI promotes the creation of more complex and innovative research projects. This is especially relevant in areas such as social sciences, engineering and technology, where complex problems require interdisciplinary solutions (Kozlowski & Bell, 2019). ...
The distributed educational leadership (DEL) has emerged as one of the most effective strategies to improve management and academic results in public universities. Combined with collaborative intelligence (CI), this approach allows active participation and decentralized decision-making, involving various actors in the continuous improvement of educational institutions. This article analyzes how the implementation of DEL and CI can influence educational quality in public universities in Mexico, highlighting the relevance of both concepts to address contemporary challenges in higher education. Through a literature review and contextualized analysis, the effects of these approaches on university management, collaboration between teachers and students, and continuous improvement policies are explored.
... Teams are collectives of two or more individuals who interact and depend on each other to perform tasks and make progress toward shared goals (Kozlowski & Bell, 2013;Salas et al., 2004). Organizational scholars have been examining teams in one form or another since at least the 1920s (Mathieu et al., 2017), and that interest has only increased as organizations have moved to team-based structures to improve their ability to respond to changing environments (Baard et al., 2014). ...
... Our analysis process was influenced by both a case study perspective, whereby each team represented a unique instance of extreme teamwork to understand in its own right, and an approach inspired by grounded theory that systematically develops theory from a data-driven perspective (Strauss & Corbin, 1994). Although inspired by grounded theory, we do not take a strict grounded theory approach to our analysis given the rich history and breadth of research on teams (Kozlowski & Bell, 2013;Mathieu et al., 2019). Instead, our use of grounded theory methods identifies potentially new processes or nuances relevant to extreme teams. ...
Teams operating in isolated, confined, and extreme (ICE) environments are especially rare and difficult to study. Their inaccessibility limits our understanding of the team processes driving effective functioning in ICE environments and our ability to support them. Contributing to this research space, we present a qualitative study of nine teams each deployed to Antarctica during the summer season for approximately six weeks. By analyzing participants’ daily journal entries reflecting on their teamwork and experiences, we generate an ecological model of extreme team functioning. Our model integrates individual, team, leadership, and contextual characteristics and processes to demonstrate how team functioning is often idiosyncratic and emerges from co-evolving relationships within and across levels. Our dynamic perspective helps move beyond the input-process-output organizing heuristic that has guided teams research for decades, but is limited in its ability to provide insights for specific teams. We take an idiographic approach to focus on understanding the unique processes of specific teams to provide insights into how to support a particular team and better direct interventions. Importantly, we find that the social relationships within the team are especially pertinent for determining team functioning in this ICE environment and identify team structures that supported positive psychosocial functioning and the role of leadership in fostering those structures. We discuss implications for future research and suggest teams in extreme environments can be better supported through special attention to the idiosyncratic processes of a given team and ensuring their social lives are considered alongside their taskwork.
... The study established that IFC has a positive impact on innovations. Another study conducted by (Kozlowski and Bell 2003) on the analysis of the relationship between IFC and business performance established that the implementation of IFC leads to the creation of a crossfunctional team that may lead to better team performance. Kozlowski and Bell (2003) study was further supported by Dezso, Grohsjean and Kretschmer (2012) who emphasized that IFC helps to coordinate the expertise and activities of managers more effectively. ...
... Another study conducted by (Kozlowski and Bell 2003) on the analysis of the relationship between IFC and business performance established that the implementation of IFC leads to the creation of a crossfunctional team that may lead to better team performance. Kozlowski and Bell (2003) study was further supported by Dezso, Grohsjean and Kretschmer (2012) who emphasized that IFC helps to coordinate the expertise and activities of managers more effectively. Tomaskova (2018) also conducted a study on inter-functional coordination and its influence on customer success established. ...
... Although some authors distinguish between the two terms [7,9,10] it is clear, that in many research papers the term team and workgroup are used interchangeably. In general, the term "work group" is used in fields of psychology and sociology, whereas "work team" is more typically found in the fields of business and management [11]. ...
... In order to be a workgroup of any kind, the group must have some common or shared purpose (cf. [7,8]). But the type of purpose can dictate how a workgroup is typically categorised. ...
Effective design of digital workplaces depends, among other factors, on the nature of the workgroup involved. Therefore, gaining a deeper understanding of workgroups helps in identifying the different requirements they have regarding their workspaces. In this paper, we present the findings of a study to identify key dimensions used to describe and characterise workgroups and examine their implications for workspace design. Through a thematic analysis of the academic and practitioner literatures on workgroups and using qualitative data coding methods, we identified two broad categories and ten distinct dimensions: structural and organisational (size, longevity, accountability, purpose, membership, leadership and formality) and work types and working style (work product and outcomes, interdependency, activities and meeting culture). Based on these findings, we identified three cross-cutting themes regarding the implications for the design of digital workspaces for organisational workgroups: Workspace Assembly and Tool Affordances, Information Design and Content and Coordination and Awareness Mechanisms.
... Nevertheless, rather than focusing solely on the characteristics of ICT, it is essential to consider the embeddedness of communication in a social context. Considering the integration of the individual team member into a collective unit within a larger organizational context, we approach global virtual teamwork from a social capital perspective (Kozlowski & Bell, 2013;Kozlowski & Ilgen, 2006). Social capital refers to networks of relationships and the assets embedded within them. ...
... The confluence of digitalization and globalization has had an enduring influence on utilizing virtual and global collaboration in the workplace. Due to their embeddedness in a social context, teams are a focal point of multiple levels, linking the individual team members and the organizational system holistically (Kozlowski & Bell, 2013). This requires a profound comprehension of the social context, which can enhance the uptake of ICTs and the effectiveness of global virtual teamwork. ...
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.
... Team psychological capital plays a significant role in enhancing creativity among engineering students [36]. This importance is underscored by the necessity of cultivating a supportive and resilient environment [37]. Such an environment is crucial for the flourishing of creative ideas, as it fosters the conditions necessary for innovation and problem-solving to thrive [38]. ...
Background
The multifaceted challenges encountered by engineering university students generate paradoxical tensions, which serve as catalysts for fostering creativity. Engaging in paradoxical thinking during academic pursuits enhances students’ ability to solve complex engineering problems. Despite this, the intricate interconnections among paradoxical tensions, paradoxical thinking, and the creativity of engineering university students remain ambiguous.
Methods
This study aimed to explore the gap by surveying 1,410 engineering students in China, examining how paradoxical thinking mediates the relationship between paradoxical tensions and creativity. Additionally, it investigated the moderating impact of team psychological capital on the associations between paradoxical tensions and both paradoxical thinking and creativity. SPSS 24.0 was initially used to convert the cleaned data into a “.csv” format, and Smart PLS (v.4.0.9.5) was then employed to assess the model.
Results
The findings reveal a positive influence of paradoxical tensions on creativity and thinking. Notably, paradoxical thinking emerges as a significant contributor to enhancing the creativity of engineering university students. Furthermore, the findings show that paradoxical tensions enhance creativity by influencing paradoxical thinking. While team psychological capital emerged as a significant factor in moderating the link between paradoxical tension and creativity, its role in moderating the association between paradoxical tension and paradoxical thinking was not statistically significant.
Conclusions
This study revealed how paradoxical tensions among engineering university students influence creativity through paradoxical thinking moderated by team psychological capital. The findings provide new insights for researchers to understand paradoxical tensions, paradoxical thinking, team psychological capital, and the underlying psychological mechanism for engineering university students’ creativity better, and they have practical implications for education administrators.
... ⎯ Leadership and engagement: A unit leader who is able to effectively communicate and support his unit is crucial for cohesion. 5. Group culture and collective identity: ...
The article considers a theoretical analysis of the concept of cohesion in the context of military formations. Cohesion is a key factor affecting the effectiveness of the functioning of military units, their ability to interact, perform combat missions and maintain the psychological stability of servicemen. The author reviews classical theories of group dynamics, in particular the works of L. Festinger, D. Cartwright and K. Levin, who laid the fundamental approaches to understanding this phenomenon. The paper identifies the main components of group cohesion: emotional, instrumental and social. It shows how these aspects interact and form effective group interaction in military teams. Particular attention is paid to the specificity of cohesion in military formations, which is formed under the influence of strict discipline, common values, trust and mutual support in conditions of high stress. Based on the analysis of modern research, factors that contribute to the development of cohesion in military groups are identified: the role of leadership, the importance of group norms, the influence of collective experience and training. The article also examines the main obstacles to the formation of cohesion, in particular conflicts, low levels of trust or poor leadership. The study shows that cohesion in military formations is crucial for maintaining the effectiveness and psychological well-being of personnel. The findings can be useful for developing military training programs that will contribute to the formation of cohesive and psychologically resilient units.
... It focuses on taskrelevant processes that incorporate tasks and developmental progression. It views team processes and effectiveness as essential phenomena in a task or social context that teams perform within a larger organization or environmental context (Arrow et al., 2000;Ilgen et al., 2005;Kozlowski and Bell, 2003;Kozlowski et al., 1996Kozlowski et al., , 1999Marks et al., 2001). Essens et al. (2005) synthesize existing models and suggest the Command Team Effectiveness model, which considers (1) the factors that already exist, (2) the teams' task-focused and team-focused behaviors and (3) task outcomes and team outcomes. ...
Purpose
The personalities of the design team members constitute one of the factors that influence team effectiveness. In this study, 223 members of the “American Institute of Architects” who are employed by the largest architectural design firms in the United States of America were categorized according to their personality types by using “The Enneagram Personality Type Model.” Also, the respondents’ opinions about eight team effectiveness outcomes were recorded in order to explore the relationship between team members’ personality types and team effectiveness outcomes.
Design/methodology/approach
The information was collected by a questionnaire where the first part included 144 pairs of statements that were used to identify respondents’ personality types. The second part sought designers’ opinions about the importance of eight team effectiveness outcomes rated on a Likert scale ranging from 1 to 5. The results were assessed by performing the Kruskal–Wallis test first and Dunn’s post-hoc test with Bonferroni adjustment subsequently.
Findings
The findings highlight the significance of personality types in effective design teams. While Type 6 (loyalist and skeptic) and Type 3 (achiever and performer) architects prioritize team effectiveness the most, Type 7 architects (enthusiasts and epicureans) assign the lowest importance. However, the presence of Type 1 (reformist and perfectionist) and Type 8 (challenger and protector) architects within the same design team may involve challenges or conflicts.
Originality/value
The primary contribution of this study is that it is the first study in the construction management literature that utilizes The Enneagram of Personality Test to understand the relationship between team members’ personality types and team effectiveness outcomes. This study is of direct relevance to practitioners and could be utilized in design team-building activities.
... két vagy több személyből áll, -akik szervezetileg releváns feladatok elvégzésére állnak össze, -egy vagy több közös céljuk van, -megállapítják a feladatok kölcsönös összefüggését, -társas interakcióba lépnek, -fenntartják és meghúzzák a határokat, -olyan szervezeti kontextusba szerveződnek, amely meghatározza és korlátozza az információk megosztását más csoportokkal (Kozlowski-Bell, 2013). A csapatmunkát, mint szervezeti magatartást úgy definiáljuk, mint egy csoport tagjainak egy kitűzött cél elérésére tett összetett, hatékony és eredményes cselekvését, és mindez a csapatmunkakészségek és a csapat hatékonyságának elemzésével végezhető. ...
A csapatépítő programoknak, közösségi eseményeknek fontos szerepe van egy vállalkozás életében. A munkavállalók egymással való jó kapcsolata megkönnyíti a kommunikációt és jobb minőségű munkavégzést, produktumot eredményez. A családias környezet és jó munkakörülmények hozzájárulnak a dolgozói elégedettséghez, vállalat iránti elkötelezettségéhez. Egy dél-alföldi élelmiszerfeldolgozó kisvállalkozás munkavállalóinak körében felmérés készítettünk arról, hogy hogyan értékelik a vállalatvezetés elmúlt 3 évben tett ilyen irányú törekvéseit. A felmérés eredményei alapján a dolgozók pozitívan értékelik a csapatépítő, közösségformáló szándékkal bevezetett programokat. Szívesen vesznek részt a programokon, javult a cégen belüli kommunikáció és a munkahelyi légkör is.
... The external criteria focused on tangible outcomes such as productivity, efficiency, and quality, and the internal criteria focused on team-level members' attitudes, reactions, and behaviours [23]. In recent years, the definition has evolved to be a combination of internal criteria such as satisfaction and viability and external criteria such as quantity and quality [24]. Moreover, Beal et al. [25] suggest that team effectiveness is constituted by performance behaviours and performance outcomes. ...
The prevalence of multiple team membership (MTM) in the modern organisation results from the need of an organisation to be efficient with its resources so that the desired efficiency is achieved. This study investigates the effect of leadership styles (transactional, transformational, directive, and laissez-faire) on enabling team effectiveness in the context of MTM. The team effectiveness criteria used are team viability, team processes, and quality of group experience. The data was collected through online questionnaires from 53 individuals in a mining organisation. The results showed a positive relationship between the transactional leadership style and all three criteria of team effectiveness, whereas the directive leadership style indicated a negative relationship with those criteria. Transformational leadership showed a positive impact only on the quality of group experience. Based on the results, it is recommended that transactional leadership styles be adopted for team effectiveness in the context of MTM for similar organisations.
... For over two decades, organizations have continued to restructure their workforces into teams based on the key assumption that individuals can often be more productive and motivated when working in team, rather than individually (Li et al., 2014). This ongoing transformation in the basic organization of work has captured the attention of researchers and is reflected by an expansion of theories addressing team functioning, an exploding number of empirical studies, and numerous literature reviews written on burgeoning research focused on work teams (Kozlowski & Bell, 2013). One of the most significant subjects in teamwork studies is identifying the factors that influence team effectiveness. ...
The structural changes in organizations that initiated the move from the individual to the group has developed research interests on the examination of teams. Team effectiveness, as the main motivation in team creation, is the central theme in such studies. The goal of this research is to examine moral reasoning strategies (as inherent factors) and team identification (as an attitudinal factor) in team effectiveness in businesses through unethical pro-team behaviors. While previous research mostly focused on the origin of unethical pro-team behaviors, this research emphasizes on both the origin of unethical pro-team behavior, and the outcome of such unethical behaviors. Through conducting a filed study containing 257 teams, it is observable that team members get involved more easily in unethical pro-team behaviors when they underestimate unethical behaviors, separate the unethical behavior from the positive outcomes, and identify themselves strongly with their team. Meanwhile, as more members participate in unethical pro-team behaviors, team satisfaction along with the performance increases. In addition, this study successfully establishes the mediating effect of unethical pro-team behaviors. The results highlight the complex link between unethical pro-team behavior and team effectiveness, and can further increase the level of awareness on ethical reasoning strategies and team identification. Lastly, theoretical and managerial implications, future research directions, and limitations are discussed in the final section.
... В современных психологических исследованиях личность сотрудников рассматривается с позиции циклов деятельности, динамики развития группы и управленческого потенциала [17,18,19]. Социально-психологические работы, исследующие сотрудников в контексте трудовой деятельности, описывают отклонения в трудовом поведении, нормативное поведение, мотивационную сферу, эмоциональное выгорание и профессиональные деформации, а также акцент изучения сдвинут в основном на госслужащих [6,7,11,12,15]. ...
Статья содержит результаты теоретического анализа и эмпирического исследования изучения связи социально-психологических характеристик сотрудников агропромышленного холдинга. В работе представлены теории отечественных и зарубежных ученых, описывающие психологию деятельности и личность в процессе труда, как субъекта данной деятельности. В статье излагаются результаты исследования, в ходе которого обнаружена связь между социально-психологическими характеристиками сотрудников агропромышленного холдинга в процессе трудовой деятельности. Представлен анализ связей между различными социально-психологическими характеристиками личности сотрудников. Отмечается, что ситуативная рефлексия в большей степени коррелирует с мотивацией избегания неудачи; ретроспективная рефлексия связана с избеганием; перспективная рефлексия сопряжена с мотивацией достижения успеха. Инструментальные ценности коррелируют с соперничеством и избеганием в сложившейся ситуации, а также с мотивацией избегания неудач. Полученные данные указывают на то, что в процессе трудовой деятельности необходимо не только учитывать социально-психологические характеристики сотрудников производства, но и личностно раскрывать человека, тогда он будет замотивирован на ситуацию успеха, а также будет достигать высоких результатов на производстве. В выводах указывается на необходимость учета полученных данных на практике, что позволит организациям и предприятиям осуществлять психологический анализ личности сотрудников.
The article contains the results of theoretical analysis and empirical research of the study of the relationship between social and psychological characteristics of employees of an agroindustrial holding. The work presents the theories of domestic and foreign scientists, describing the psychology of activity and personality in the labor process, as a subject of this activity. The article presents the results of a study, during which a connection was found between the socio-psychological characteristics of employees of an agro-industrial holding in the process of work. An analysis of the connections between various social and psychological characteristics of the personality of employees is presented. It is noted that situational reflection is more correlated with motivation to avoid failure; retrospective reflection is associated with avoidance; perspective reflection is associated with the motivation to achieve success. Instrumental values correlate with competition and avoidance in the current situation, as well as with the motivation for avoiding failure. The data obtained indicate that in the process of labor activity, it is necessary not only to take into account the socio-psychological characteristics of production workers, but also to personally reveal a person, then he will be motivated for a successful situation, and will also achieve high results in production. The conclusions indicate the need to take into account the data obtained in practice, which will allow organizations and enterprises to carry out a psychological analysis of the personality of employees.
... Integrating knowledge and perspectives from a diverse set of experts is essential for developing better solutions to societal challenges, such as policies to curb an ongoing pandemic, slow down and reverse climate change, and improve sustainability [33,41,57,63,64]. Increased diversity in human teams can lead to improved decision-making [25,62,83], but as the scale of the problem and size of the team increases, it becomes difficult to discover the best combinations and refinements of available ideas [37]. This paper argues that artificial intelligence (AI) can play a crucial role in this process, making it possible to realize the full potential of diverse human expertise. ...
Solving societal problems on a global scale requires the collection and processing of ideas and methods from diverse sets of international experts. As the number and diversity of human experts increase, so does the likelihood that elements in this collective knowledge can be combined and refined to discover novel and better solutions. However, it is difficult to identify, combine, and refine complementary information in an increasingly large and diverse knowledge base. This paper argues that artificial intelligence (AI) can play a crucial role in this process. An evolutionary AI framework, termed RHEA, fills this role by distilling knowledge from diverse models created by human experts into equivalent neural networks, which are then recombined and refined in a population-based search. The framework was implemented in a formal synthetic domain, demonstrating that it is transparent and systematic. It was then applied to the results of the XPRIZE Pandemic Response Challenge, in which over 100 teams of experts across 23 countries submitted models based on diverse methodologies to predict COVID-19 cases and suggest non-pharmaceutical intervention policies for 235 nations, states, and regions across the globe. Building upon this expert knowledge, by recombining and refining the 169 resulting policy suggestion models, RHEA discovered a broader and more effective set of policies than either AI or human experts alone, as evaluated based on real-world data. The results thus suggest that AI can play a crucial role in realizing the potential of human expertise in global problem-solving.
... 2 A nursing unit is a type of working team that provides various nursing services (such as direct and indirect nursing and communication) for a specific number of patients. 9,10 In South Korea, nursing units are mostly composed of nurses, different from nursing teams in other countries composed of multidisciplinary teams. Nurses establish nursing plans according to nursing processes and carry out cooperative working in three shifts by handing over nursing tasks to each other in nursing unit. ...
Purpose
Understanding that the complexity and dynamic nature of the nursing care setting creates diverse conditions for teamwork is important when developing tools to measure nursing unit team effectiveness. The Team Effectiveness Scale for Nursing Units (TES-NU), based on the Integrated Team Effectiveness Model, was developed without confirmatory factor analysis and only tested on one nursing organization. It needs further research to prove its validity and reliability. This study aims to refine and validate the TES-NU in various nursing organizations.
Methods
We designed this methodological study to refine the TES-NU by establishing its validity and reliability. The study included 330 clinical nurses from six general hospitals in South Korea, selected via convenience sampling. The TES-NU’s refinement process includes item analysis, exploratory factor analysis, confirmatory factor analysis, item analysis, and convergent validity.
Results
The KMO of 22 preliminary items was 0.89, the cumulative variance of the five factors was 67.58%, and the commonality was >0.40. Confirmatory factor analysis indicated the revised model fit well with better indices: CMIN/DF = 1.687, CFI = 0.936, TLI = 0.924, RMSEA = 0.059, and SRMR = 0.057. We simplified the refined scale to 22 items in 5 subdomains: “head nurses leadership”, “job satisfaction”, “cohesion”, “work performance”, and “nurses competence”. Convergent validity (r = 0.69, p < 0.001) and reliability (Cronbach’s alpha = 0.92) were validated for the revised TES-NU.
Conclusion
A refined TES-NU has tested their validity and reliability. Nursing managers can use this tool to manage the performance of individual nurses as well as nursing units, which will contribute to improving the work performance of the nursing organization.
... Team coordination reflects team members' efforts to combine and utilize inputs in a manner that facilitates team success (Kozlowski & Bell, 2003;Marks et al., 2001). When team tasks are complex and highly interdependent, coordination is key for effectuating success (Kozlowski & Bell, 2013;Marks et al., 2001;Sui et al., 2016) as it enables the team to integrate team members' individual contributions into something greater than the sum of their constituent parts (Gorman, 2014). Conceptually, the extent to which a unit effectively coordinates the efforts of its members as they respond to task demands determines the extent to which individual efforts become complementary (Ployhart & Moliterno, 2011). ...
Personal initiative is an influential individual-level construct but less is yet known about team initiative’s functioning and influence on team performance. This work addresses the nature and function of team initiative—a form of proactive behavior that is self-starting, future-focused, and intended to overcome barriers to goal achievement to solve team problems or facilitate team success—and how it relates to team performance. Drawing from the human capital resources perspective, we argue that team initiative only enhances team performance insofar as team members’ personal initiative efforts can be integrated into team processes and transformed into valuable team resources. Based on this perspective, we posit team coordination as the key emergence-enabling mechanism between team initiative and team performance. We also argue that teams can experience “too much of a good thing” with respect to team initiative and theorize that teams have a diminishing capacity to coordinate initiative to resolve team task demands. We test these expectations using satellite-derived player heat map data and team passing network matrices from the 2014 and 2018 FIFA Men’s World Cups. Our findings reveal that team coordination mediates the relationship between team initiative and team performance, but with diminishing marginal benefits of increased team initiative.
... Entre estos desafíos, como se verá en el siguiente apartado, se encuentra el desarrollo de formulaciones teóricas e investigaciones empíricas que sirvan de guía a las organizaciones y sus directivos para componer equipos efectivos. La composición del equipo, definida como la configuración de las características de los miembros en un equipo (Levine y Moreland, 1990), tales como las características demográficas, se considera un factor contextual con una poderosa influencia sobre los procesos y resultados de los equipos (Kozlowski y Bell, 2003;van Knippenberg y Schippers, 2007). De manera que ahondar en el estudio de la diversidad demográfica de los equipos no sólo puede contribuir a comprender mejor la compleja relación entre esta variable y el rendimiento de los equipos, sino que además puede contribuir a mejorar la efectividad de una unidad estructural actualmente fundamental en todo tipo de organizaciones: los equipos de trabajo. ...
Se trata de un capítulo de un libro en el que se explica la manera en la cual se puede operacionalizar la compososición demográfica de un equipo, en concreto, se muestra la evolución en la medición de la heterogeneidad o diversidad demográfica de los grupos o equipos de trabajo, así como las diferentes y más adecuadas formas de medir esta heterogeniedad demográfica. El capítulo, además, tiene un carácter pedagógico puesto que explica cómo calcular esta heterogeneidad, ofreciendo las fórmulas más adecuadas en función de cómo se conceptualice a la diversidad y el tipo de variables implicadas (p.ej., diversidad de gérnero, de edad, de nivel de estudios, etc.).
... A "team" can be defined as: 1) composed of two or more individuals; 2) performing organizationally relevant tasks; 3) sharing common goals; 4) exhibiting task interdependencies; 5) interacting socially; 6) maintaining and managing boundaries; and 7) embedded within an organizational system, with boundaries and external linkages (Kozlowski and Bell, 2003). We summarize this definition as a group of individuals necessarily interacting with one another to collaborate in achieving common goals. ...
There is widespread recognition that undergraduate students in the life sciences must learn how to work in teams. However, instructors who wish to incorporate teamwork into their classrooms rarely have formal training in how to teach teamwork. This is further complicated by the application of synonymous and often ambiguous terminology regarding teamwork that is found in literature spread among many different disciplines. There are significant barriers for instructors wishing to identify and implement best practices. We synthesize key concepts in teamwork by considering the knowledge, skills, and attitudes (KSAs) necessary for success, the pedagogies and curricula for teaching those KSAs, and the instruments available for evaluating and assessing success. There are only a limited number of studies on teamwork in higher education that present an intervention with a control group and a formal evaluation or assessment. Moreover, these studies are almost exclusively outside STEM disciplines, raising questions about their extensibility. We conclude by considering how to build an evidence base for instruction that will empower students with the KSAs necessary for participating in a lifetime of equitable and inclusive teamwork.
... Team members use explicit coordination to exchange information about their contribution to joint tasks (Chiocchio et al., 2012;. For example, teams which effectively share and exchange knowledge about their roles coordinate their actions more smoothly and synchronizing is easier (Kozlowski & Bell, 2003;2008). ...
Universities are offering hybrid interprofessional health sciences collaboration education courses to address the challenges of schedule synchronization, silos, and communication. This article focuses on analyzing the psychometric quality of a questionnaire used in a setting where interprofessional teams collaborated online and face-to-face in a hybrid university health sciences course. This questionnaire was originally designed for people in the working world in order to assess the constructs of collaboration (communication, synchronization and explicit and implicit coordination) mobilized in the face-to-face setting. The results of the second order confirmatory factor analyses support its use in an academic context and support the metric qualities of the original questionnaire. Online and face-to-face collaboration could be measured using this questionnaire in a hybrid university pedagogical context. The study mobilizes knowledge about the evaluation of collaboration, an avenue that little research has taken to date.
... The theory also suggests the sequence of team learning: (1) knowledge sharing (externalization), (2) information processing and (3) learning (internalization). A recently proposed theory is the three interacting stages of the heurisitic team learning heuristic (Kozlowski and Bell, 2013): (1) individual/team decision-making and performance; (2) team knowledge process mechanism (cognitive processing and behavioral regulation) and (3) team knowledge outcomes (shared mental model). ...
Purpose
This study attempts to answer the question: “how are the two drivers, accountability focus and organizational learning, independently and interactively associated with public agencies’ proactive policy orientation?” The first driver is the multiple accountabilities that public agencies pursue: (1) bureaucratic, (2) legal, (3) professional and (4) political. The second driver is the organizational learning activities of public agencies: (1) socialization, (2) externalization, (3) combination and (4) internalization.
Design/methodology/approach
For data, 800 respondents from the public agencies in South Korea were surveyed.
Findings
The analysis provided several findings: (1) the discretionary accountabilities (professional and political) have a greater positive influence on the proactive policy orientation; (2) the conventional accountabilities (legal and bureaucratic) tend to have negative impacts on the proactive policy orientation and (3) among the four types of accountability, legal accountability can be more significantly complemented by organizational learning activities, which can enable both visionary and realistic administration in a balanced manner.
Originality/value
This study provides a unique insight on how organizational proactivity can be ensured through the interactions of organizational accountabilities and organizational learning.
... The classic theories postulated by Arrow, McGrath and Berdhl (2000) on teams as complex adaptive systems have been slowly and steadily incorporated into team science over the decades. Kozlowski and Bell (2003) have provided an integrative perspective on work groups and teams in organizations, correlating theory and research, ...
Past research on teams lists various factors that impact team effectiveness. This research paper studies the factor ‘goal orientation’, which measures the capacity of a multi-disciplinary team to remain focused on the team goal. The findings of this paper are based on qualitative research with analysis of in-depth interviews of senior team leaders and team members in two major Indian petroleum-exploration companies. The findings propose a conceptual framework for goal orientation in teams of the industry. The framework brings out three factors of ‘goal orientation’: (1) self-efficacy, (2) self-set goals and (3) performance. The most important research finding is the role of these factors of ‘goal orientation’ in the team model, where goal orientation mediates teams through the first two factors and moderates teams through the third. Based on the findings, this study recommends that ‘goal orientation’ in individuals should be the main criterion to choose members for teams in the industry. ‘Goal orientation’ is more important than other criteria, like task orientation or competency.
... A useful example is Seiler's organizational systems model, which highlights an input-output mechanism. The model implies a process that processes stimuli and factors that meet the organization to produce results [22]. Changes in the world and in the way of working represent stimuli that compliance organizational models should consider improving life and prevent risks in companies. ...
In the past two decades, companies have invested significant resources in implementing corporate compliance programs to ensure adherence to legal, regulatory, and internal requirements. Compliance involves formal rules and self-organizing methods to reduce business risks, influenced by various laws globally. In Italy, legislations like D.lgs. 231/2001, 231/2007, D.lgs. 101/2016 (GDPR), and Law No. 190/2012 have shaped organizational models. Companies adopt internal management systems, and compliance models aid in identifying, measuring, and managing key risks. However, the complexity of regulations has led to disorganized business models and a gap between adopted structures and actual compliance. The concept of a ‘Compliance Organizational Model’ is proposed, aiming for a unified approach that combines economic, legal, and regulatory forces. The rise of compliance models was driven by regulatory pressures, but their fall is attributed to over-regulation, unclear reasons for unethical behavior, and an ineffective legislative response. The metaphor of Mandeville’s ‘Fable of the Bees’ illustrates societal decay, questioning the compatibility of wealth and virtue. Learning from past mistakes is crucial for continuous improvement. While compliance models initially received positive responses, their success now faces challenges. Companies recognize the value in corporate governance improvement, but repeated criminal acts and temporary legislative solutions have led to a decline in their effectiveness. The responsibility of compliance models is to ensure proper behavior, but the need for a more comprehensive and standardized approach persists.
... When considering the types of behaviors that are enacted in modern white-collar workplaces, interdependent behavior is ubiquitous. These workplaces increasingly require employees to enact teamwork and collaboration (R. Cross et al., 2016;Hopp et al., 2009), and since the 1980s, working in teams has become the "prominent organizational paradigm" (Hadley & Mortensen, 2022;Kozlowski & Bell, 2013). Supporting this notion, most white-collar employees report being part of at least one team, and even after the onset of the COVID-19 pandemic, 72% of employees reported being part of two or more teams (Hadley & Mortensen, 2020). ...
Social class disparities are pervasive in American society. In higher education, one critical driver of these disparities is the cultural mismatch between the interdependent norms of people from working-class backgrounds and the independent norms that pervade higher education. However, after graduating from college and entering white-collar workplaces, people from working-class backgrounds have frequent opportunities to collaborate in teams—that is, to enact interdependent behavior. Do these opportunities reduce cultural mismatch for people from working-class backgrounds? Across two survey studies and two experiments with college-educated U.S. employees (total N = 2,566), we find that they do not. We theorize and document that this is because there is often a decoupling between enacting interdependent behavior and whether such behavior is valued as part of being a “good” employee. We find that employees from working-class backgrounds only experience a cultural match and its benefits (e.g., sense of fit, high retention intentions) when interdependent behaviors are both enacted and valued. In contrast, when interdependent behaviors are enacted but not valued, employees from working-class backgrounds experience a cultural mismatch. Furthermore, we find that this pattern is unique to employees from working-class backgrounds: Employees from middle-class backgrounds report similar fit and retention regardless of whether there is a coupling of enacted and valued interdependent behavior. Taken together, our results suggest that it is critical to examine multiple elements of culture simultaneously (e.g., both enacted and valued behavior) to fully understand and predict the consequences of cultural (mis)match.
... Yet, if effective teams require diverse talent, selecting members according to a single metric or criterion, even if that metric is a composite of multiple measures, would not seem to be optimal. Organizations might be better served by hiring cohorts (Kozlowski and Bell, 2003;Keller & Meaney, 2017). ...
In this paper, we derive necessary and sufficient conditions on team based tasks in order for a selection criterion applied to individuals to produce optimal teams. We assume only that individuals have types and that a team’s performance depends on its size and the type composition of its members. We first derive the selection principle which states that if a selection criterion exists, it must rank types by homogeneous team performance, the performance of a team consisting only of that type. We then prove that a selection criterion exists if and only if replacing the team’s lowest ranked type, as measured by homogeneous team performance, with a higher ranked type increases team performance. Finally, we show that the replace the lowest ranked property rules out most common types of team complementarities, including benefits to diverse types and types that fill structural holes.
... These unique conditions have given researchers the opportunity to study team training in new and different ways. The literature on team effectiveness theory had made substantial progress up until this point (see Kozlowski & Bell, 2003Mathieu et al., 2008;Salas et al., 2004), which generated evidenced-based findings that could aid in specific training for space teams (Salas et al., 2013;Tannenbaum et al., 2012). However, team dynamics and teamwork competencies had yet to be examined under extreme conditions where the consequences of team failure were severe, testing an important boundary condition for current team training. ...
Team training is a systematic initiative for developing the knowledge, skills, and attitudes required for effective teamwork and team performance. Research on team training has had a significant impact on science and practice in the field throughout history, fundamentally changing the way organizations develop workers and address complex societal issues. We reviewed the team-training literature to examine how theorizing through practical application has evolved with major turning points in team science. In this article, we provide a historical overview of team-training research and then discuss critical contributions to the science and practice of team training. In doing so, we highlight the breakthroughs that propelled team training from its infancy to a thriving field with resounding practical impact. Finally, we offer a collection of research directions that respond to current gaps in theory and changes in the modern workplace.
... As organizations are required to have the capacity to adapt quickly to new developments and unexpected environmental changes to stay innovative by implementing teams in organizations, similarly, teams are also required to have the capability to adapt to the increasing turbulence and rapidly shifting market trends (Burke et al., 2006;Kalmanovich-Cohen et al., 2018;Kozlowski & Bell, 2003;Rosen et al., 2011). Teams have a broader collective base of multiple domains in contrast to individual knowledge capacity, enabling interdependent team members to serve as compensatory systems, thus necessitating team adaptation (Burke et al., 2006;Zaccaro & Bader, 2003). ...
Drawing on the team‐member exchange theory, in this paper, we examine how the knowledge‐based three team capabilities (team knowledge management capacity, team absorptive capacity, adaptive team capacity), when shared among team members, will influence the effectiveness of team decision‐making and team innovation. The study was conducted in Indian organizations. Data collected from 112 team members (with experience in innovation projects) were analyzed using structural equation modeling and bootstrapping procedure. The findings reveal that team members' capability (knowledge management capacity, adaptive capacity) plays a significant role in team innovation when there is team decision‐making. However, the study found no significant relationship between absorptive capacity and team innovation. The study contributes to the literature on team innovation by offering fresh insights into how the high‐quality Team‐member exchange leads to better capitalization of distinct team capabilities leading to effective team decision‐making, culminating in the generation of creative and novel ideas and solutions.
... Most of the information provided by leaders is strategic, while the information provided by members may be more related to tactics (Farh et al., 2017). Our findings align with scholars' view that vertical and lateral leadership should be further studied in combination (Carson et al., 2007;Kozlowski & Bell, 2003;Wang et al., 2014). ...
There is ongoing debate in extant empirical work on whether vertical leadership acts as a facilitator or an inhibitor of shared leadership teams and whether shared leadership acts as a substitute for vertical leadership. This study adopts role theory to clarify formal leaders’ role in shared leadership teams by simultaneously considering both transformational leadership and laissez-faire leadership. Using a sample of 68 work teams varied in functions in high-tech firms in Taiwan, the results support most of our predictions. Specifically, this study provides empirical evidence that transformational leadership can significantly facilitate activities of shared leadership teams that are highly goal-committed. Our findings also suggest that shared leadership does not substitute for transformational and laissez-faire leadership to influence team adaptive performance. Instead, a high level of transformational leadership would strengthen the effect of shared leadership teams on adaptive performance whereas a high level of laissez-faire leadership would result in shared leadership teams decreasing team adaptive performance.
... On the rise to the popularity of teamwork structures in organizations, teams have seen a progressively large presence in organizational research [16]. Researchers have studied the influence of team's interpersonal justice climate, or a common perception of equitable interpersonal treatment among colleagues [7]. ...
In this research, we examine the effect of team interpersonal justice climate (defined as common perceptions of fair interpersonal treatment among colleagues) on individuals' innovative behaviors. Precisely, we test a serial mediation model so that team interpersonal justice climate causes team identification, which in turn causes a collective work engagement, ultimately leading to individual innovative work behavior. Thereby, we examine the role played by the group engagement model and the Job Demands-Resources model of this mediation mechanism. Survey data collected from 220 employees nested in 24 teams from different Tunisian companies were tested using a multilevel modeling by structural equation approach. The results show the impact of the team's interpersonal justice climate on individuals' innovative behaviors through team identification and collective work engagement. A discussion of the theoretical and practical implications will be set up.
Keywords— Team Interpersonal Justice Climate, Team Identification, Collective Work Engagement, Individual Innovative Work Behavior
... Work teams are the foundations of the modern workplace organizational structure (Kozlowski & Bell, 2013;Mathieu et al., 2008) and have been the focus of interest in research and practice. Classic studies of team working (e.g., Moreland & Levine, 1982) or practice models (e.g., Belbin, 2012;Tuckman & Jenson, 1977) can be critiqued due to their divergence from practice. ...
This paper aims to describe how the concept of ‘work-as’ proxies can offer important insights for work and organizational psychologists. We explore how routine work activities can reflect those that are actually carried out when following a work-as-done perspective, rather than through the commonly used perspective of work-as-imagined. In highlighting these different perspectives, we suggest that they allow for a more in-depth understanding of what workers do and the processes they use. The value of this approach is illustrated through three case studies of applied research that have examined work in practice across the different contexts of job interviews, clinical handovers and decision making in teams. The paper challenges some of our existing assumptions of how we view work and highlights the benefits of adopting a work-as-done approach for practitioners and researchers.
While numerous studies have delved into the effect of virtual reality (VR) on design reviews (DR), this research study explores how the use of VR in team-based DRs influences the design work after the review. Thus, it explores the effects of VR on broader design contexts. The study employed an experimental case study involving 14 design teams working in CAD over several weeks, engaging in a design review with external reviewers, and subsequently revising the design based on the feedback. The experimental aspect involved randomly allocating teams to one of two conditions: low-immersion (desktop interface) or high-immersion (VR). Furthermore, the results indicate that teams that had DR in VR executed slightly more CAD actions compared to those that underwent DR in low-immersion. Furthermore, the VR group exhibited a significantly higher proportion of creation actions and assembly actions compared to the low-immersion group. These findings suggest that incorporating VR into DRs has the potential to change the course of the design process, making it a valuable tool for early design phases or agile methodologies, primarily due to an increased focus on creation during the rework phases. The findings also highlight the distinct focus of designers before and after the DR in terms of creation and revision, emphasizing the need for CAD tools to be more adaptable and responsive to the evolving needs of designers, considering both the phase of design and the broader ecosystem of design support tools. In summary, this study serves as an initial step for implementing VR in the industry, demonstrating that its use can indeed change the course of the design.
This research is aimed at examining the relationship between three constructs associated with performance in the sales area and operational performance in micro and small businesses in the State of Quintana Roo, Mexico. Data collected from 322 vendors selected through purposive sampling representing a significant variety of retail businesses were used. The impact of the variables on the company’s performance is analyzed using a structural equation model. The results showed that the provision of customer service, the identification with the sales team, and the locomotion orientation of the organization’s salespeople significantly affect the operational performance of the store. The provision of customer service and identification with the sales team positively affect the locomotion of the seller.
Hızla gelişen elektronik iletişim araçlarıyla birlikte örgütlerdeki işgörenler arasında iş birliği sanal hale gelmiştir. Geleneksel elektronik etkileşim, beraberinde örgütsel sosyalleşmenin de sanal dönüşümünü ortaya çıkarmaktadır. Örgütsel sosyalleşme, işgörenin iş arkadaşlarına, iş ortamına ve işine uyum sağlamasıyla açıklanan, sürekli değişen ve gelişen, dinamik bir süreçtir. Bu dinamik sürecin, sanal iletişim yoluyla nasıl sağlandığı veya sanal iletişim ve sanal iş birliğinden ne derece etkilendiğinin anlaşılmasının ve sanal iletişim yoluyla sanal iş birliği ve örgütsel sosyalleşmenin, işgörene sağladığı katkının, önümüzdeki süreçte birçok araştırmaya konu edilebilecek nitelikte olduğu değerlendirilmektedir. Sanal iletişim yoluyla gerçekleşecek sanal iş birliği ve/veya örgütsel sosyalleşme sürecinin olumlu bir şekilde gelişmesi, işgören ve kurum açısından yeni fırsatlar yaratacaktır. Olumsuz şekillenmesinde ise işgören ve kurum, karşı karşıya olduğu tehditler ile baş etmek zorunda kalacaktır. Bu nedenle sanal iletişimin sanal iş birliği ve örgütsel sosyalleşmeye etkilerinin anlaşılması; işgörenin iş tatmini ekseninde, kurumsal verimliliğin ve kalitenin yükseltilmesinin analizi yönüyle önem taşımaktadır. Bu çalışmanın amacı, sanal iletişim araçlarının örgüt üyeleri arasında sanal iş birliğini ve örgütsel sosyalizasyonu nasıl etkilediğini göstermektir.
This study explores the dynamics of student interaction networks within an online asynchronous discussion forum, focusing on both whole group discussions and subgroup interactions distinguished by the Louvain algorithm, a renowned community detection method. Analyzing 2481 posts from 154 undergraduate students across three sections of a communications course centered on discussions about movie clips or social phenomena to enhance media literacy, this research aims to interpret the interaction patterns in these virtual spaces. Traditional methods of group formation, such as teacher intervention and self-selection, often fail to create balanced and effective groups, especially in large online courses. The Louvain algorithm, known for its efficiency in modularity optimization, identifies clusters based on actual student interaction patterns. By leveraging both global and local network analyses, this study provides a comprehensive understanding of interaction structures. The global network analysis offers a macro view of overall interaction structures, revealing diverse patterns despite identical course designs, suggesting the influence of unique group dynamics. The local analysis, focusing on the intricacies of node and edge connections, underscores that the Louvain algorithm's classifications correlate with heightened cohesiveness and collaborative potential. The results indicate that algorithmically detected groups exhibit strong internal communication and cohesiveness, as evidenced by high clustering coefficients, density values, and weighted degrees. These findings underscore the potential of network analysis to optimize online student interactions, providing valuable insights for refining educational design to promote student engagement and collaborative problem-solving. This research highlights the transformative potential of integrating advanced data-driven techniques in educational technology to improve group formation and collaborative learning outcomes, offering empirical insights for educators to enhance online interactions and expand pedagogical understanding.
Team workflow represents interactions between individuals and specific actions or tasks. Individuals’ interactions have important effects on fellow teammates’ actions by expanding or constraining actions available to them. For example, teammates may avoid performing the same action to avoid duplication of effort or they may perform their actions sequentially if one task’s completion is a prerequisite for another task. Complex dependencies embedded in these interactions suggest the need to understand team workflows from a relational perspective. As workflow structures are shaped by elements of organizational design, cognitive factors, and features of the task environment, no single workflow structure is optimal for all teams, and team workflows may manifest in countless distinct configurations. Through a systematic, network-based representation of team workflows, this paper uses a sample of 139,500 teams on GitHub to identify common patterns of team workflows. Each team is represented as a two-mode network where individuals form ties to up to fifteen distinct actions capturing productivity, discussion, and team management. Several node-level and graph-level centrality indices highlight patterns of differentiation across team workflows, and a k-means clustering algorithm detects three distinct clusters of team workflow structures: small teams of highly active generalists, small teams with a moderately active mix of focused and generalist members, and large, segmented teams of focused individuals collectively engaging in a few extremely popular actions. These results demonstrate how a structural representation of team workflows provides unique insight into team behavior and highlights distinctions that may otherwise be lost when examining team activity in aggregate.
The metro is susceptible to disruption risks and requires a system response capability to build resilience to manage disruptions. Achieving such resilient response state requires readiness in both the technology side, e.g., utilizing digital technologies (DTs) to monitor system components, and the human factors side, e.g., fostering positive human coping capabilities; however, these two sides are usually considered independently, without sufficient integration. This paper aims to develop and empirically test a model in which monitoring-enabled DTs, employees' reactions, and their positive capabilities are simultaneously considered in terms of their interplay and impact on system response capability. The results showed that while DTs for monitoring physical components enhanced perceived management commitment and fostered collective efficacy, DTs for monitoring human components increased psychological strain and inhibited improvisation capability, creating a "double-edged sword" effect on system response capability. Additionally, explicit management commitment buffered the adverse effect of DTs-induced psychological strain on individual improvisation.
Human resources are considered a strategic asset for organizations and play a key role in the execution of business processes. Hence, organizations should provide an environment that enables them to operate in an effective and efficient manner. To shape such an environment, an improved understanding and monitoring of the real-life involvement of human resources in processes and the teams in which they operate would be beneficial. Using event data from information systems, process mining can play a role in this respect. Over the years, several human resource mining methods have been developed, i.e., process mining methods that convey insights related to the human resources in a process using an event log. However, there is a lack of a holistic understanding of the breadth of these methods. Against this backdrop, the paper uses a systematic literature review to develop a framework providing an overview of human resource mining use cases. These use cases are classified according to two dimensions: the level of analysis (individual versus multiple human resources) and the focus of analysis (organization-focused versus human-focused). The authors illustrate the versatility of process mining for providing insights into human resources and highlight opportunities for further enriching and extending this area of research to analyze, among other things, how teams of resources can perform better.
This study used ratings to form teams of participants with different risk management competence levels to determine if a collectively optimised team performed a risk management exercise better than a marginally or a sub-optimised team. This paper also determined whether team performance was better than individual performance on a risk management exercise. An experimental group was split into three teams of six participants based on their individual risk scenario exercise outcomes. The collectively optimised team had at least one member rated as having some high-level or expert competency in one of the seven risk management process elements. So, jointly, the group had this competency level in all elements. Similarly, the marginally optimised team’s members were rated as having just above average or high-level competency in the seven elements. Likewise, the sub-optimised team’s members were rated as having just above average competency, just below average, or no competency in the seven elements. Each team undertook the risk scenario exercise, and two observers rated their performances, as recorded on a video camera. The results were that the collectively optimised team performed better in each of the seven risk management elements than the other teams (the marginally optimised or the sub-optimised team). However, a significant difference was only evident between the collectively optimised and sub-optimised teams across all elements. Also, the teams performed better in each of the seven elements than individuals. These results imply that a team collectively optimised in the seven elements of the risk management process can better perform a risk management process than a sub-optimised team. These competency outcomes could be used to assemble risk management teams that are collectively optimised, leading to better results from the risk management process.
When people work together in teams, they ideally have a common understanding, a shared mental model regarding various aspects of teamwork. This common understanding refers not only to task-related aspects of teamwork but also to the elemental social rules and norms that underlie social interactions among team members. Relational models theory proposes that social rules and norms can be seen as the implementation and combination of four elemental relational models that people use to coordinate their social interactions. Since each of these relational models encompasses a distinct moral motive, which determines expectations of fairness and appropriate behaviors in social interactions, we propose that the degree of sharedness of individuals’ perceptions regarding the applicable relational models in teams (i.e., shared relational models) is positively related to various aspects of team viability, mediated by perceived justice and relationship conflict. In two field studies collecting data from N = 40 and N = 46 work teams in organizations, we found reproducible support for most of our hypotheses. Our studies’ findings emphasize the importance of shared relational models among team members for justice perceptions, conflict and team viability in organizational settings.
It has been proposed that inter-brain synchrony (IBS) may help to elucidate the neural mechanisms underpinning teamwork. As hyperscanning studies have provided abundant findings on IBS in team environments, the current review aims to synthesize the findings of hyperscanning studies in a way that is relevant to the teamwork research. A systematic review was conducted. Included studies were classified according to the IPO (i.e. input, process, output) model of teamwork. Three multi-level meta-analyses were performed to quantify the associations between IBS and the three IPO variables. The methodology followed PRISMA guidelines and the protocol was pre-registered (https://osf.io/7h8sa/). Of the 229 studies, 41 were included, representing 1326 teams. The three meta-analyses found statistically significant positive effects, indicating a positive association between IBS and the three IPO teamwork variables. This study provides evidence that IBS is a relevant measure of the teamwork process and argues for the continued use of IBS to study teamwork.
In a human–robot team, robots may play a manager, helping to maintain the behavioural norms of its team. Robots as managers have the power to reward and punish. Currently, a small number of previous relevant studies have mainly focused on the impact of robot punishment behaviour on human beings, but managers without reward behaviour have difficulty gaining the trust of members. Therefore, this study investigates the effects of robot managers' reward and punishment behaviours on human–robot trust and job performance and explores the mediating effect of emotion and the moderating effect of group relations. The study recruited 76 participants using a 2 (independent variable robot managers' reward and punishment behaviours: reward behaviour, punishment behaviour) × 2 (moderator variable human–robot group relations: ingroup and outgroup) experimental design, and each participant and a robot manager worked together to complete the task of sorting items. It was found that the robot managers' reward-punishment behaviours have an impact on human emotions. Emotions play a mediating role in the effect of robot managers' reward-punishment behaviours on human trust but do not play a mediating role in the effect on job performance. The human–robot group relation plays a moderating role in the effects of emotions on human–robot trust. The research results help more preferably understand the interaction mechanism of the human–robot team and more preferably serve the management and cooperation of the human–robot team by appropriately adjusting the robot managers' reward and punishment behaviours in the human–robot team and the human–robot group relation.
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