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Nathues E, Endedijk MD, van Vuuren M. Perk or Peril? Making Sense of Member Differences When Interorganizational Collaboration Begins. SMALL GROUP RESEARCH 2023. [DOI: 10.1177/10464964221148682] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/05/2023]
Abstract
Team member differences can be found in various characteristics and be seen as both perks and perils. But what makes one group focus on certain dimensions and differences’ positive implications, while another collective notices other aspects and sees trouble ahead? We address this question in the context of interorganizational teams’ first stages, when impressions are limited and valuations must be made promptly. Our findings from in-depth interviews offer a sensemaking perspective on perceived otherness and explicate when and why differences are interpreted as helping or hindering collaborative practices. Moreover, we illuminate how coorientation and representation dynamics shape otherness perceptions and valuations.
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Affiliation(s)
- Ellen Nathues
- University of Twente, Enschede, The Netherlands
- Leuphana University Lüneburg, Germany
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2
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A Systematic Literature Review about Team Diversity and Team Performance: Future Lines of Investigation. ADMINISTRATIVE SCIENCES 2022. [DOI: 10.3390/admsci12010031] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/05/2023] Open
Abstract
This study aims to identify the different research paths that help us understand the emerging aspects explaining how team diversity influences team performance. We also present future lines of investigation that could help us to understand this theme. The study is a systematic literature review (SLR) of articles collected from the Web of Science (WoS) database, within management or business categories, published between 1996 and 2020, considering knowledge diversity, team heterogeneity, team wisdom, cross-functional project teams, and team composition. This study enables the systematization of the existing literature. The framework presented is based on the reviewed articles and explains the articulation of the concepts of team diversity and team performance based on three literature clusters, namely: (1) Team Knowledge Diversity, (2) Diversity Effects and (3) Desirable Outcomes of Diversity. Therefore, this work enriches the systematization of the academic literature on this topic, providing an original framework and a future research agenda organized by literature cluster.
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Carter DR, Cullen-Lester KL, Jones JM, Gerbasi A, Chrobot-Mason D, Nae EY. Functional Leadership in Interteam Contexts: Understanding 'What' in the Context of Why? Where? When? and Who? LEADERSHIP QUARTERLY 2020; 31. [PMID: 32863680 DOI: 10.1016/j.leaqua.2019.101378] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Research on team leadership has primarily focused on leadership processes targeted within teams, in support of team objectives. Yet, teams are open systems that interact with other teams to achieve proximal as well as distal goals. This review clarifies that defining 'what' constitutes functionally effective leadership in interteam contexts requires greater precision with regard to where (within teams, across teams) and why (team goals, system goals) leadership processes are enacted, as well as greater consideration of when and among whom leadership processes arise. We begin by synthesizing findings from empirical studies published over the past 30 years that shed light on questions of what, where, why, when, and who related to interteam leadership and end by providing three overarching recommendations for how research should proceed in order to provide a more comprehensive picture of leadership in interteam contexts.
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Affiliation(s)
- Dorothy R Carter
- Department of Psychology, The University of Georgia, 125 Baldwin Street, Athens, Georgia 30602, USA
| | - Kristin L Cullen-Lester
- Department of Management & Leadership, Bauer College of Business, University of Houston, 4750 Calhoun Rd, Houston, Texas 77004, USA
| | - Justin M Jones
- Department of Psychology, The University of Georgia, 125 Baldwin Street, Athens, Georgia 30602, USA
| | - Alexandra Gerbasi
- Department of Management, University of Exeter, Streatham Court, Rennes Drive. Exeter EX4 4PU, U.K
| | - Donna Chrobot-Mason
- Department of Psychology, University of Cincinnati, 2600 Clifton Avenue, Cincinnati, OH 45221, USA
| | - Eun Young Nae
- Department of Management & Leadership, Bauer College of Business, University of Houston, 4750 Calhoun Rd, Houston, Texas 77004, USA
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4
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Dey C, M.P. G. Impact of team design and technical factors on team cohesion. TEAM PERFORMANCE MANAGEMENT 2020. [DOI: 10.1108/tpm-03-2020-0022] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion.
Design/methodology/approach
Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses.
Findings
SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion.
Research limitations/implications
The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods.
Originality/value
This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.
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Adamovic M. Taking a deeper look inside autonomous and interdependent teams: why, how, and when does informational dissimilarity elicit dysfunctional versus beneficial effects. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1080/1359432x.2020.1763957] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Mladen Adamovic
- Monash Business School, Monash University, Clayton, Australia
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Belso-Martínez JA, Mas-Verdu F, Chinchilla-Mira L. How do interorganizational networks and firm group structures matter for innovation in clusters: Different networks, different results. JOURNAL OF SMALL BUSINESS MANAGEMENT 2019. [DOI: 10.1080/00472778.2019.1659673] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
Affiliation(s)
| | - Francisco Mas-Verdu
- Department of Economic and Social Sciencies, Universitat Politècnica València (UPV), Spain
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Shin Y, Kim M, Hur WM. Interteam Cooperation and Competition and Boundary Activities: The Cross-Level Mediation of Team Goal Orientations. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2019; 16:ijerph16152738. [PMID: 31370325 PMCID: PMC6695722 DOI: 10.3390/ijerph16152738] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 04/11/2019] [Revised: 07/27/2019] [Accepted: 07/29/2019] [Indexed: 11/25/2022]
Abstract
Drawing on Dragoni’s cross-level model of state goal orientation, this research aims to examine the cross-level mediating effect of team goal orientation on the relationships between interteam cooperation and competition and three forms of boundary activities. Study 1 tested the proposed mediating relationships by collecting survey data from 249 members of 45 South Korean work teams. Additionally, we conducted a two-wave longitudinal study (Study 2) on 188 undergraduate students to replicate the relationships between three types of team goal orientation and their relevant forms of boundary activities. In Study 1, we found positive associations between interteam cooperation and team learning goal orientation, and between interteam competition and team performance-prove and performance-avoid goal orientations. Team learning and performance-prove goal orientations were positively related to boundary spanning and reinforcement. As predicted, team learning goal orientation had a stronger relationship with boundary spanning than team performance-prove goal orientation, whereas team performance-prove goal orientation had a stronger relationship with boundary reinforcement than team learning goal orientation. While team learning goal orientation mediated the relationship between interteam cooperation and boundary spanning and reinforcement, team performance-prove goal orientation mediated the relationship between interteam competition and boundary spanning and reinforcement. The results of Study 2 demonstrated the positive lagged effects of team performance-prove goal orientation on boundary reinforcement and of team performance-avoid goal orientation on boundary buffering.
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Affiliation(s)
- Yuhyung Shin
- School of Business, Hanyang University, 17 Haengdang-dong, Seongdong-gu, Seoul 133-791, Korea
| | - Mihee Kim
- School of Business, Hanyang University, 17 Haengdang-dong, Seongdong-gu, Seoul 133-791, Korea
| | - Won-Moo Hur
- College of Business Administration, Inha University, 100 Inha-ro, Michuhol-gu, Incheon 22212, Korea.
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Kislov R. Selective permeability of boundaries in a knowledge brokering team. PUBLIC ADMINISTRATION 2018; 96:817-836. [PMID: 30774155 PMCID: PMC6360461 DOI: 10.1111/padm.12541] [Citation(s) in RCA: 8] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 01/10/2018] [Revised: 07/06/2018] [Accepted: 07/18/2018] [Indexed: 06/09/2023]
Abstract
Knowledge brokering teams are increasingly deployed in the public sector to promote coordination and integration across previously separated practices. Permeability of external boundaries surrounding such teams is, however, often taken for granted and has so far received relatively little attention. To address this gap, this article presents the findings of an in-depth qualitative longitudinal case study of a knowledge brokering team operating in the fragmented healthcare context. It argues that boundary spanning, which increases the permeability of the team boundary, can coexist with the strategies of disengagement, such as boundary buffering and boundary reinforcement, which reduce permeability. The tension between these seemingly opposing strategies can be resolved through selective permeability, whereby the strength of the external team boundary varies depending on the out-group with which the team interacts, the out-group's mode of participation, the individual boundary spanner(s) deployed and the stage of the boundary spanning project.
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Affiliation(s)
- Roman Kislov
- Alliance Manchester Business SchoolThe University of ManchesterManchesterUK
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Kourti I, Garcia-Lorenzo L, Yu A. Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2018. [DOI: 10.1080/1359432x.2018.1484728] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
Affiliation(s)
- Isidora Kourti
- Department of Public Leadership and Social Enterprise, The Open University, Milton Keynes, UK
| | - Lucia Garcia-Lorenzo
- Department of Psychological and Behavioural Science, London School of Economics, London, UK
| | - Ai Yu
- Institute of Management Studies, Goldsmiths University of London, London, UK
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Han J. Team-bonding and team-bridging social capital: conceptualization and implications. TEAM PERFORMANCE MANAGEMENT 2018. [DOI: 10.1108/tpm-02-2017-0010] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe paper aims to propose a conceptualization of two types of team social capital: team-bonding and team-bridging social capital. Throughout the conceptual effort, the paper provides suggestions for future research avenues that link team social capital, as a distinct team-level construct, with other team research topics.Design/methodology/approachThe conceptualization of team social capital is based on a review and synthesis of prior research about social networks. The propositions about the relationships of team social capital with other team process and effectiveness variables are developed within the classical input-mediator-output framework.FindingsThe conceptualizations of team-bonding and team-bridging social capital and the common measures for each are provided. Moreover, a series of testable propositions regarding the associations between team social capital and team process, the influence of team social capital on team effectiveness and the antecedents of team social capital are made.Research limitations/implicationsBecause of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.Originality/valueThis paper elaborates the concept of team social capital and specifies its implications to various team phenomena. With this conceptual effort, this paper has advanced our knowledge about the nature and role of team social capital in team research.
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Dey C, M.P. G. Team boundary activity: a review and directions for future research. TEAM PERFORMANCE MANAGEMENT 2017. [DOI: 10.1108/tpm-06-2016-0029] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is an examination of the literature on team boundary activity to trace how team boundary activity has evolved as a construct and examine the dimensions of team boundary activity and their relationships. It highlights the need for a deeper examination of the dimensions of buffering and reinforcement, and why buffering and reinforcement are required. It presents the case of why it is important to study this topic and maps out areas for future research.
Design/methodology/approach
The paper reviews conceptual and empirical papers published on team boundary activity in reputed journals between the years 1984 and 2016.
Findings
The focus of research in team boundary activity has been on external interactions of the team (boundary spanning), and very few papers have studied the activities through which the team defines and defends its borders (boundary strengthening). These boundary-strengthening activities can be equally important for innovation and learning in externally dependent teams. Further, there is a need to clearly distinguish these constructs from other variables like team identification. Another area that has here-to not been researched is the relationships between the dimensions of team boundary activity. Last, there is a need to consider a wider range of antecedents, outcomes and moderators of team boundary activity.
Research limitations/implications
This paper is based on past empirical and conceptual papers, identified using search terms such as team boundary activity, team boundary spanning and external communication. Other related areas can also be explored for identifying variables of interest.
Originality/value
As opposed to previous reviews which focused mainly on team boundary spanning, this paper considers all dimensions of team boundary activity, with special focus on buffering and reinforcement. It proposes a 2 × 2 framework to explain the effect of boundary-spanning and boundary-strengthening activities on the achievement of team objectives. It examines the cyclical nature of relationship between team boundary activity and team performance. It highlights measurement issues in the area of team boundary activity.
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Cultural intelligence and employees’ creative performance: The moderating role of team conflict in interorganizational teams. JOURNAL OF MANAGEMENT & ORGANIZATION 2017. [DOI: 10.1017/jmo.2016.64] [Citation(s) in RCA: 22] [Impact Index Per Article: 3.1] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Abstract
AbstractRecently, an increasing number of organizations conduct collaborative innovation by establishing interorganizational teams comprising employees from different organizations. Given that employees face immense challenges because of organizational culture differences in interorganizational teams, this study focused considerably on cultural intelligence in the interorganizational context. This cultural intelligence refers to the ability of individuals to deal effectively with organizational culture differences. Our research particularly explored the effect of employees’ cultural intelligence on their creative performance and the moderating effects of two types of team conflicts through hierarchical linear modeling. The sample was obtained from 54 interorganizational teams that included 275 employees. Results confirmed a positive relationship between employees’ cultural intelligence and their creative performance and the positive relationship will be stronger in higher relationship conflicts and lower task conflicts. The theoretical and practical implications of this study were also discussed.
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Horton KE, Griffin MA. Identification complexity and conflict: how multiple identifications affect conflict across functional boundaries. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2016. [DOI: 10.1080/1359432x.2016.1259215] [Citation(s) in RCA: 7] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
- Kate E. Horton
- Business Administration Department, Federal University of Pernambuco, Recife, Brazil
- Rotterdam School of Management, Erasmus University, Rotterdam, The Netherlands
| | - Mark A. Griffin
- UWA Business School, University of Western Australia, Perth, Australia
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Donati S, Zappalà S, González-Romá V. The influence of friendship and communication network density on individual innovative behaviours: a multilevel study. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2016. [DOI: 10.1080/1359432x.2016.1179285] [Citation(s) in RCA: 16] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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Gu J, Chen Z, Huang Q, Liu H, Huang S. A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter-Organizational Teams. JOURNAL OF CREATIVE BEHAVIOR 2016. [DOI: 10.1002/jocb.135] [Citation(s) in RCA: 43] [Impact Index Per Article: 5.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Affiliation(s)
- Jibao Gu
- University of Science and Technology of China
| | - Zhi Chen
- University of Science and Technology of China
| | - Qian Huang
- University of Science and Technology of China
| | - Hefu Liu
- University of Science and Technology of China
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Tannenbaum SI, Mathieu JE, Salas E, Cohen D. Teams Are Changing: Are Research and Practice Evolving Fast Enough? INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY-PERSPECTIVES ON SCIENCE AND PRACTICE 2015. [DOI: 10.1111/j.1754-9434.2011.01396.x] [Citation(s) in RCA: 197] [Impact Index Per Article: 21.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
Abstract
In the past, there was a fairly strong alignment between what teams experienced, the topics that team researchers were studying, and the practices that organizations used to manage their teams. However, the nature of teams and the environment in which they operate has changed, and as a result, new needs have emerged. Although there have been some innovative advancements, research and practice have not always adjusted to remain aligned with emerging needs. We highlight 3 significant change themes that are affecting teams: (a) dynamic composition, (b) technology and distance, and (c) empowerment and delayering. For each theme, we share our observations, review the related science and identify future research needs, and specify challenges and recommendations for employing effective team-based practices in applied settings. We conclude with thoughts about the future and suggest that new theories, research methods, and analyses may be needed to study the new team dynamics.
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Harvey S, Peterson RS, Anand N. The Process of Team Boundary Spanning in Multi-Organizational Contexts. SMALL GROUP RESEARCH 2014. [DOI: 10.1177/1046496414534474] [Citation(s) in RCA: 17] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Work teams must increasingly operate in complex environments characterized by multiple external actors beyond team and organizational boundaries. Although previous research demonstrates the importance of boundary spanning activities to team effectiveness, it reveals relatively little about the process of boundary spanning in these environments. In this article, we investigated the processes of boundary spanning across multiple external actors in 10 cross-organizational teams. We identified three sequences for reaching out to external actors: (a) moving inside-out from vertical actors inside the host organization to horizontal actors outside of the host organization, (b) moving outside-in from horizontal actors to vertical, and (c) staying-inside with vertical actors from the host organization. Our observations suggest that inside-out and outside-in sequences were more successful than simply pleasing the host organization. We build on our empirical findings to develop a process theory of how team boundary spanning activities across multiple external actors influence team effectiveness. Our research underscores the importance of a team’s interactions with actors in its external environment beyond those in an immediate supervisory role and provides insight into the dynamics of boundary spanning in multi-organizational contexts.
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Affiliation(s)
| | | | - N. Anand
- International Institute for Management Development, Lausanne, Switzerland
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Nasir L, Robert G, Fischer M, Norman I, Murrells T, Schofield P. Facilitating knowledge exchange between health-care sectors, organisations and professions: a longitudinal mixed-methods study of boundary-spanning processes and their impact on health-care quality. HEALTH SERVICES AND DELIVERY RESEARCH 2013. [DOI: 10.3310/hsdr01070] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/22/2022] Open
Abstract
BackgroundRelatively little is known about how people and groups who function in boundary-spanning positions between different sectors, organisations and professions contribute to improved quality of health care and clinical outcomes.ObjectivesTo explore whether or not boundary-spanning processes stimulate the creation and exchange of knowledge between sectors, organisations and professions and whether or not this leads, through better integration of services, to improvements in the quality of care.DesignA 2-year longitudinal nested case study design using mixed methods.SettingAn inner-city area in England (‘Coxford’) comprising 26 general practices in ‘Westpark’ and a comparative sample of 57 practices.ParticipantsHealth-care and non-health-care practitioners representing the range of staff participating in the Westpark Initiative (WI) and patients.InterventionsThe WI sought to improve services through facilitating knowledge exchange and collaboration between general practitioners, community services, voluntary groups and acute specialists during the period late 2009 to early 2012. We investigated the impact of the four WI boundary-spanning teams on services and the processes through which they produced their effects.Main outcome measures(1) Quality-of-care indicators during the period 2008–11; (2) diabetes admissions data from April 2006 to December 2011, adjusted for deprivation scores; and (3) referrals to psychological therapies from January 2010 to March 2012.Data sourcesData sources included 42 semistructured staff interviews, 361 hours of non-participant observation, 36 online diaries, 103 respondents to a staff survey, two patient focus groups and a secondary analyses of local and national data sets.ResultsThe four teams varied in their ability to, first, exchange knowledge across boundaries and, second, implement changes to improve the integration of services. The study setting experienced conditions of flux and uncertainty in which known horizontal and vertical structures underwent considerable change and the WI did not run its course as originally planned. Although knowledge exchanges did occur across sectoral, organisational and professional boundaries, in the case of child and family health services, early efforts to improve the integration of services were not sustained. In the case of dementia, team leadership and membership were undermined by external reorganisations. The anxiety and depression in black and minority ethnic populations team succeeded in reaching its self-defined goal of increasing referrals from Westpark practices to the local well-being service. From October to December 2010 onwards, referrals have been generally higher in the six practices with a link worker than in those without, but the performance of Westpark and Coxford practices did not differ significantly on three national quality indicators. General practices in a WI diabetes ‘cluster’ performed better on three of 17 Quality and Outcomes Framework (QOF) indicators than practices in the remainder of Westpark and in the wider Coxford primary care trust. Surprisingly, practices in Westpark, but not in the diabetes cluster, performed better on one indicator. No statistically significant differences were found on the remaining 13 QOF indicators. The time profiles differed significantly between the three groups for elective and emergency admissions and bed-days.ConclusionsBoundary spanning is a potential solution to the challenge of integrating health-care services and we explored how such processes perform in an ‘extreme case’ context of uncertainty. Although the WI may have been a necessary intervention to enable knowledge exchange across a range of boundaries, it was not alone sufficient. Even in the face of substantial challenges, one of the four teams was able to adapt and build resilience. Implications for future boundary-spanning interventions are identified. Future research should evaluate the direct, measurable and sustained impact of boundary-spanning processes on patient care outcomes (and experiences), as well as further empirically based critiques and reconceptualisations of the socialisation → externalisation → combination → internalisation (SECI) model, so that the implications can be translated into practical ideas developed in partnership with NHS managers.FundingThe National Institute for Health Research Health Services and Delivery Research programme.
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Affiliation(s)
- L Nasir
- National Nursing Research Unit, Florence Nightingale School of Nursing and Midwifery, King's College London, London, UK
| | - G Robert
- National Nursing Research Unit, Florence Nightingale School of Nursing and Midwifery, King's College London, London, UK
| | - M Fischer
- Saïd Business School, University of Oxford, Oxford, UK
| | - I Norman
- Florence Nightingale School of Nursing and Midwifery, King's College London, London, UK
| | - T Murrells
- National Nursing Research Unit, Florence Nightingale School of Nursing and Midwifery, King's College London, London, UK
| | - P Schofield
- Department of Primary Care and Public Health Sciences, King's College London, London, UK
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