The Impact of Simulation-Based Training on Self-Efficacy in Sedation for Pediatric Magnetic Resonance Imaging

Background

In Japan, approximately 35% of facilities experience sedation-related complications for pediatric magnetic resonance imaging (MRI), including severe complications such as respiratory and cardiac arrests. In the medical education field, simulation improves not only the quality of real emergency response but also health care workers' self-efficacy. Individuals with high self-efficacy are better prepared at handling diverse conditions. However, there is no research examining the impact of sedation simulation for pediatric MRI on the self-efficacy of health care workers. This study aimed to retrospectively investigate the impact of sedation simulation for pediatric MRI on the self-efficacy of health care workers in sedation.

Methods

The study was conducted on August 18, 2023, and enrolled pediatricians, nurses, and radiological technologists. The impact of sedation simulation for pediatric MRI on the participants was analyzed using confidence scale scores and part of the Pediatric Resuscitation and Escalation of Care Self-Efficacy Scale (PRSES), before and after sedation simulation for pediatric MRI.

Results

Eighteen participants (six pediatricians, six nurses, and six radiological technologists) were included in this study. Regarding confidence scale scores, a significant improvement was observed in the overall group (P = 0.002) and among the nurses (P = 0.0036). Regarding the item 'When confronted with a clinically deteriorating child, I know how to ask for assistance' of PRSES, a significant improvement was observed in the overall group (P = 0.0035) and among the radiological technologists (P = 0.048).

Conclusion

There's a potential for sedation simulation for pediatric MRI to increase the self-efficacy of health care workers in MRI sedation. Our findings suggest that this training has a valuable role in preparing health care workers to practice sedation for pediatric MRI.

Impact of clinical clerkship integrated with clinical ladder on attending physicians' teaching self-efficacy

BACKGROUND

Self-efficacy plays an important role in enhancing the teaching capabilities of attending physicians (APs). The clinical ladder (CL) is an educational approach developed in the field of nursing education that increases difficulty in an incremental manner. However, no previous study has confirmed the effectiveness of CL in medical education. Therefore, this study aimed to examine the effect of clinical clerkship integrated with clinical ladder (CC-CL) on the self-efficacy of APs.

METHODS

Sixth-year medical students participated in CC-CL for 6 months starting from April 2023, and the changes in the self-efficacy of APs were retrospectively evaluated. The students were trained by the APs concurrently, and the achievement levels of each student were shared. The primary outcome measure was the physician teaching self-efficacy questionnaire (PTSQ) score. The PTSQ scores before and after CC-CL were analyzed using the Wilcoxon matched-pair signed-rank test.

RESULTS

Fifteen APs from the Department of Pediatric and Child Neurology were included in this study. No significant difference was observed in the total PTSQ scores of the APs before and after CC-CL. However, a significant increase was observed in the PTSQ score of APs who participated for at least 2 h per week over a period of more than 3 months (n = 8) after CC-CL (p = 0.022). Furthermore, APs who had received their pediatrician certification < 10 years ago (n = 8) showed a significant increase in the total PTSQ score after CC-CL (p = 0.022).

CONCLUSIONS

CC-CL may play an important role in cultivating the self-efficacy of less experienced APs. Further comparative studies must be conducted in the future to validate the findings of this study.

The role of provincial health administration in supporting district health management teams in the Democratic Republic of Congo: eliciting an initial programme theory of a realist evaluation

BACKGROUND

In 2006, the Ministry of Health in the Democratic Republic of Congo designed a strategy to strengthen the health system by developing health districts. This strategy included a reform of the provincial health administration to provide effective technical support to district health management teams in terms of leadership and management. The provincial health teams were set up in 2014, but few studies have been done on how, for whom, and under what circumstances their support to the districts works. We report on the development of an initial programme theory that is the first step of a realist evaluation seeking to address this knowledge gap.

METHODS

To inform the initial programme theory, we collected data through a scoping review of primary studies on leadership or management capacity building of district health managers in sub-Saharan Africa, a review of policy documents and interviews with the programme designers. We then conducted a two-step data analysis: first, identification of intervention features, context, actors, mechanisms and outcomes through thematic content analysis, and second, formulation of intervention-context-actor-mechanism-outcome (ICAMO) configurations using a retroductive approach.

RESULTS

We identified six ICAMO configurations explaining how effective technical support (i.e. personalised, problem-solving centred and reflection-stimulating) may improve the competencies of the members of district health management teams by activating a series of mechanisms (including positive perceived relevance of the support, positive perceived credibility of provincial health administration staff, trust in provincial health administration staff, psychological safety, reflexivity, self-efficacy and perceived autonomy) under specific contextual conditions (including enabling learning environment, integration of vertical programmes, competent public health administration staff, optimal decision space, supportive work conditions, availability of resources and absence of negative political influences).

CONCLUSIONS

We identified initial ICAMO configurations that explain how provincial health administration technical support for district health management teams is expected to work, for whom and under what conditions. These ICAMO configurations will be tested in subsequent empirical studies.

The Dark Side Effect of Entrepreneurial Resilience Diversity on Pivoting: The Role of Team Reflexivity

Resilience is widely recognized as a form of psychological capital that helps entrepreneurs cope with challenges in the face of adversity by actively adjusting business strategies. Prior research has investigated the effect of resilience on pivoting, which is an important entrepreneurial decision to forgo the original business opportunity and exploit new opportunities. Despite the increasing empirical evidence on the effect of resilience on strategic changes and the pivot, the literature may have overstated the benefits of entrepreneurial resilience while neglecting its potential dark sides. Hence, the current study focuses on the structure of resilience within an entrepreneurial team and introduces the concept of resilience diversity. Drawing from sensemaking theory, we develop a research framework that investigates the dark-side effects of resilience diversity on team reflexivity and pivoting and the moderating effect of environmental hostility. Empirical results from a two-wave survey of 112 entrepreneurial teams in China reveal that resilience diversity negatively affects pivoting by impairing the quality of team reflexivity. Moreover, the mediating effect of team reflexivity is strengthened in hostile environments. These findings contribute to the literature on entrepreneurial resilience, pivot, and team reflexivity, and provide important practical implications for entrepreneurial teams.

Internal fights over resources: The effect of power struggles on team innovation

Power hierarchy is a recently growing topic among scholars. Although the previous literature has emphasized the importance of understanding power hierarchy in teams and demonstrated the negative consequences of power struggles among team members in team performance, it neglected to explore how power struggles impact other team functioning and outcomes. Drawing on social information processing theory and the team learning behavior model discussed, this study proposes that power struggles send aggressive social information to team members, and such social information negatively influences team learning. Social information emitted by power struggles undermines psychological safety and creates hostility and interpersonal tensions, which reduce team members' providing new ideas and information sharing. In addition, this study proposes a positive relationship between team learning and team innovation since team learning provides two key conditions (i.e., active knowledge integration and appropriate team climate) for successful team innovation. Lastly, this study suggests the mediating role of team learning between power struggles and team innovation. Using a sample of 99 teams from two organizations in Korea, this study tested the proposed model. In sum, this study found that (1) power struggles are negatively related to team learning, (2) team learning is positively related to team innovation, and (3) team learning mediates the relationship between power struggles and team learning.

The influence of supervisor creative feedback environment on team creativity: The role of the ambidextrous learning and creative cognitive style

The survival and success of organizations increasingly depend on creativity. A Supervisor Creative Feedback Environment is of special value in enhancing team creativity, but few studies have explored the relationship between the supervisor creative feedback environment and creativity and how it affects creativity. Based on feedback intervention theory and triadic reciprocal determinism, this paper explores the process mechanism and boundary conditions of the supervisor creative feedback environment affecting team creativity from the perspectives of ambidextrous learning and team creative cognitive style. With 506 team members from 115 work teams in domestic enterprises as research samples, regression analysis was used to test the theoretical hypotheses. Feedback intervention, according to the feedback intervention theory, is a complicated process. There are various influencing factors, such as the feedback provider, means of feedback intervention, the content of the feedback information, situational factors, and the feedback recipients (Junwei, 2003). The leading creative feedback loop includes important feedback receiver's factors which are not mentioned above. Triadic reciprocal determinism holds that individual behavior is formed by the interaction and interconnection of individual, environment, and behavior. The two above-mentioned theories can explain why the leadership creative feedback environment can affect team creativity by influencing ambidextrous learning. The results also show that the feedback environment of supervisor creativity has positive effects on team creativity. Ambidextrous learning mediates the relation between supervisor creative feedback environments and team creativity. Team creative cognitive style has a positive moderating effect on the indirect relationship between a supervisor creative feedback environment and team creativity through ambidextrous learning. This study validates feedback intervention theory and triadic reciprocal determinism, expands the application of feedback environment factors in the research field of team creativity, provides a theoretical framework for the influence of the creative feedback environment on team creativity, and also provides theoretical support for managers to apply the management tool of a supervisor creative feedback environment to organizational context to improve team creativity. Based on the research results, this paper puts forward corresponding management suggestions from the aspect of creating a supervisor creative feedback environment, attaching importance to team ambidextrous learning, and making good use of creative cognitive style.

In search of mediators of leadership behavior to Team Creativity in Team Start-ups

Creativity is believed as the first step to innovation, especially in a team or workgroup in an organization. Team Creativity will lead to several innovations in a team, such as product and process innovation. Team leaders play a significant role in embracing Team Creativity. Our study investigates the mediator variables to foster the impact of leadership behavior on Team Creativity in Team Start-up. Earlier research shows that two value-based leadership styles, Transformational and Servant Leadership, significantly affect a team's creativity. We proposed two mediators of leadership behavior to foster Team Creativity: Team Climate and Team Ambidexterity. The sample is early Team Start-ups in several cities in Indonesia, run and led by young people. It is empirical cross-sectional quantitative research with more than 434 participants aggregated into 145 teams. The result shows that Team Climate and Team Ambidexterity are good mediators of Servant and Transformational Leadership behavior to Team Creativity in Team Start-ups. The two variables maximize the impact of leadership behavior on Team Creativity.

How Does Organizational Unlearning Influence Product Innovation Performance? Moderating Effect of Environmental Dynamism

Product innovation integrates technology, knowledge, management practices, and market innovation, making it essential to gain a competitive advantage. Effective management of dynamic knowledge, which is the foundation of and driving force for product innovation, is a powerful tool that allows a firm to successfully innovate, adapt to environmental changes, and improve its competitiveness. In the "nanosecond age," unlearning and learning in an organization is crucial to a firm's ability to promptly update its organizational knowledge and maintain innovation vitality. Based on the dynamic knowledge management perspective, this study integrates and constructs a theoretical model with environmental dynamism as the moderating variable, discusses the impact of organizational unlearning on product innovation performance, and empirically analyzes 208 valid questionnaires in the Yangtze River Delta using the multiple regression method. The results show that organizational unlearning shares a positive relationship with dynamic capabilities and product innovation performance. Dynamic capability is positively related to product innovation performance and has a partial mediating effect on the relationship between organizational unlearning and product innovation performance. Environmental dynamism shares a positive moderating effect on the relationship between organizational unlearning and product innovation performance. This study deepens the existing research on the factors that influence product innovation performance, which may help firms improve their dynamic knowledge management and product innovation performance.

Empowering leadership and team innovation: The mediating effects of team processes and team engagement

This study explored the mediating effects of team processes and team engagement on the relationship between empowering leadership and team innovation using a time-lagged research design and two-source data, where the supervisors’ team innovation rating was measured after a 3-month lag. Structural equation modeling was used to test the hypotheses. The findings showed that (1) team processes fully mediated the positive relationship between empowering leadership and team innovation, (2) team engagement fully mediated the positive relationship between empowering leadership and team innovation, and (3) the positive covariance of both team processes and team engagement contributed to stimulating the positive effect of empowering leadership on team innovation. Theoretical implications, practical implications, and directions for future research were also discussed.

Humble Leadership and Team Innovation: The Mediating Role of Team Reflexivity and the Moderating Role of Expertise Diversity in Teams

The current study proposes a moderated mediation model to explain the relationship between humble leadership and team innovation. Our hypothesis integrates social information processing (SIP) theory with the existing literature on humble leadership. As a result, we theorize that when a humble individual leads a team, the team members are more likely to reconsider strategies, review events with self-awareness, share diverse information, and adapt to new ideas, which in turn promotes innovative team activities. Moreover, consistent with the research that emphasizes the inclusion of team culture in exploring leader-innovation relationships, we investigate the moderating role of a team's expertise diversity in the above positive, indirect relationship. We test our model by using both archival and survey data collected from 135 teams within 18 medium-to-large internet technology firms in China. The findings largely support our theoretical assertions, suggesting that humble leadership has important implications for team processes and innovation.

Evaluating Interdependence in Workgroups: A Network-Based Method

Interdependence is a defining characteristic of groups and teams. However, a vast range of constructs and conceptualizations for interdependence has left researchers with a dizzying array of frameworks, metrics, and perspectives with which to evaluate interdependence. This situation leaves researchers with little guidance on how to theorize about or measure interdependence. As a solution, we propose a network-based perspective of interdependence. This network-based framework moves beyond network approaches to understanding interdependence that have been proposed in the past in three ways. First, this framework is applied generally to interdependence and not to an isolated form of interdependence. Second, building on previous network-based perspectives of interdependence, we present a procedure to conceptualize a team's interdependent relationships in terms of networks. Third, we utilize the network perspective to present a standardized index of interdependence. Using illustrative examples, we demonstrate the utility of this network-based approach and present various recommendations discussing how these approaches advance the study of interdependence.

The Interplay among Organisational Learning Culture, Agility, Growth, and Big Data Capabilities

This paper examines how an organisational learning culture impacts organisational agility by developing a model based on dynamic capabilities. The model treats agility as a dynamic capability and explains how an organisational learning culture (OLC) triggers a chain reaction through its influence on organisational agility (OA) that ultimately results in company growth. This paper also investigates the role of big data capabilities in transferring learning outcomes into dynamic capabilities. The model is tested through data collected from a survey of 138 Australian companies. Partial least squares structural equation modeling is adopted to empirically demonstrate how agility fully mediates the impact of the learning culture on growth. In addition, this paper further sheds light on the moderating role of big data competencies on the effects of OLC on OA. After presenting the results with implications to theory and practice, the paper ends with suggestions for future studies.

The Emergence of Shared Leadership in Innovation Labs

Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.

Innovative performance of project teams: the role of organizational structure and knowledge-based dynamic capability

Purpose

This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies.

Design/methodology/approach

This study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis.

Findings

The results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity.

Practical implications

This study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams.

Originality/value

This study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

Teams in Transition: A Three-Wave Longitudinal Study of Reflection, Implicit and Explicit Coordination and Performance Improvements

Research has shown that team reflection is a critical transition process for coordination processes and team performance, but our understanding of its dynamics and relationship to action processes and performance is incomplete. The goal of the present study was to examine the long-term change in reflection in teams over time and explore whether these changes are related to implicit and explicit coordination processes and performance improvement. Drawing on the recurring phase model of team processes and team reflexivity theory, we hypothesized that team reflection is at least stable or increases over time for dissimilar tasks, that reflection trajectories are positively associated with implicit and negatively associated with explicit coordination in the later phases, and that implicit coordination mediates the relationship between team reflection and performance improvement. This model was tested in a three-wave longitudinal study (N = 175 teams) over a 2-months period. Results from growth curve modeling and structural equation modeling provided support for our hypotheses.

Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity

Purpose

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.

Design/methodology/approach

The hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.

Findings

Results show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.

Originality/value

The study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Team reflexivity and employee innovative behavior: the mediating role of knowledge sharing and moderating role of leadership

Purpose

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level.

Design/methodology/approach

The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques.

Findings

The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect.

Originality/value

The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.

The Cross-Level Effect of Shared Leadership on Tourism Employee Proactive Behavior and Adaptive Performance

Shared leadership has emerged as a new style that has been proven to contribute to employee performance. However, the underlying mechanism of shared leadership on employee performance and its possible correlates have not received sufficient academic attention in the literature. To narrow the related research gaps, the current study aims to establish a multi-level framework incorporating shared leadership, team reflexivity and employee performance, and examined the cross-level mediation mechanism between shared leadership and adaptive performance. A questionnaire survey consisting of 301 valid employees’ samples from 31 work teams in the hotel industry in China validated the proposed model. Multilevel analysis with Mplus was applied. The current study found that shared leadership positively influences team reflexivity, and share leadership influences employee’s adaptive performance through proactive behavior. The current study sheds light on the role of shared leadership in tourism organizations. The practical implications regarding how to improve the organizational environment to enhance productivity are further discussed.

Identifying the context, mechanisms and outcomes underlying collective leadership in teams: building a realist programme theory

BACKGROUND

There is accumulating evidence for the value of collective and shared approaches to leadership. However, relatively little research has explored collective leadership in healthcare and thus, there is a lack understanding of the mechanisms that promote or inhibit the practice of collective leadership in healthcare teams. This study describes the development of an initial programme theory (IPT) to provide insight into the mechanisms underpinning the enactment of collective leadership.

METHODS

This IPT was informed by a multiple-method data collection process. The first stage involved a realist synthesis of the literature on collective leadership interventions in healthcare settings (n = 21 studies). Next, we presented initial findings to receive feedback from a realist research peer support group. Interviews with members of teams identified as working collectively (n = 23) were then conducted and finally, we consulted with an expert panel (n = 5). Context-mechanism-outcome configurations (CMOCs) were extrapolated to build and iteratively refine the programme theory and finalise it for testing.

RESULTS

Twelve CMOCs were extrapolated from these data to form the initial programme theory and seven were prioritised by the expert panel for focused testing. Contextual conditions that emerged included team training on-site, use of collaborative/co-design strategies, dedicated time for team reflection on performance, organisational and senior management support, inclusive communication and decision-making processes and strong supportive interpersonal relationships within teams. Mechanisms reported include motivation, empowerment, role clarity, feeling supported and valued and psychological safety which led to outcomes including improvements in quality and safety, staff and patient satisfaction, enhanced team working, and greater willingness to share and adopt leadership roles and responsibilities.

CONCLUSIONS

This study has identified preliminary support for the contexts, mechanisms and outcomes underpinning the practice of collective leadership. However, it must be noted that while they may appear linear in presentation, in reality they are independent and interlinked and generative of additional configurations. This paper contributes to the nascent literature through addressing an identified gap in knowledge by penetrating below the surface level inputs and outputs of an intervention to understand why it works or doesn't work, and for whom it may work.

INTERPERSONAL JUSTICE AND INNOVATIVE BEHAVIOURS: THE ROLE OF THE WORKGROUP

In this research, we examine the effect of workgroup interpersonal justice (WIJ) (defined as the extent to which employees are treated with dignity and respect by their co-workers) on innovative work behaviours (IWB). Specifically, we first test the mediating role of group identification (GI) in this relationship. Next, we examine the moderating role of reflexivity of the group on this mediation effect. Based on 204 employees, our results showed that the indirect effect of the WIJ on IWB, through GI, is moderated by the reflexivity of the group. Theoretical and practical implications are discussed.

What is Offshoring Management Capability and How Do Organizations Develop It? A Study of Dutch IT Service Providers

This study develops a capability perspective of offshoring. While previous research shows that experience affects future offshoring decisions, we still lack an understanding of what offshoring management capability is and how organizations develop it. Using data on five Dutch IT service providers, we find that offshoring management capability is multidimensional as it comprises four dimensions: coordination competency, relationship development, relationship design, and organizational identification. Furthermore, we uncover the process through which organizations can actively develop an offshoring management capability. We find that there are four elements in this learning loop: an offshoring growth mentality, adaptive monitoring of offshoring performance, offshoring reflexivity, and mechanisms for storing and disseminating offshoring best practice. Therefore, our capability perspective of offshoring provides a comprehensive conceptualization of offshoring management capability as a multidimensional construct and uncovers the process through which organizations develop it.

THE RELATIONSHIP OF PERCEIVED EMOTIONAL INTELLIGENCE WITH ADAPTIVE PERFORMANCE IN NEW PRODUCT DEVELOPMENT TEAMS

An individual’s adaptability is an important dimension for performing many dynamic tasks. A survey that assessed perceived emotional intelligence and adaptive performance was administered to 257 members of new product development teams in Turkey. A regression analysis revealed that perceived emotional intelligence is related to adaptive performance.

Goal orientations, absorptive capacity, and NPD team performance: evidence from China

Purpose

The purpose of this paper is to investigate the relationships between different types of team goal orientations (team learning orientation, team prove orientation and team avoid orientation) and team performance in new product development (NPD) and how these relationships are mediated by team absorptive capacity.

Design/methodology/approach

Data were collected through two surveys from 71 NPD teams and analyzed by the confirmatory factor analysis, correlation and hierarchical regression analysis methods.

Findings

The authors find that both teams’ learning and prove orientations are positively related to their absorptive capacity, which leads to increasing team performance in NPD. Further, the authors find support for the mediating role of team absorptive capacity in connecting team learning orientation and team prove orientation with team performance in NPD.

Practical implications

For practitioners, this paper suggests that to benefit from their NPD team efforts, firms with innovative aspirations should consider their existing and desired access to external knowledge sources and particularly the extent to which they can successfully integrate external knowledge with their internal knowledge structure.

Originality/value

The explication of team absorptive capacity is as a key mechanism through which different goal orientations of NPD teams inform the ability to successfully develop new products. By integrating the concepts of team goal orientations, team absorptive capacity and team performance in NPD, the authors seek to gain a better understanding of why some firms are more likely to do better than others in NPD. Findings of this paper extend concept of the nomological network on how absorptive capacity may serve as a direct outcome of different goal orientations. This paper responds to how Chinese firms can increase their innovative performance by infusing their current knowledge bases with external knowledge and extends the literature on knowledge management and managerial ties on innovation.

Goal Setting in Teams: Goal Clarity and Team Performance in the Public Sector

With the rise of performance management, work in the public sector has changed. An output focus has become more common. Other changes include decentralization and managing organizations more horizontally. Setting performance goals and working in teams exemplify these developments. Despite an extensive literature on goal setting, research on goal setting in teams and empirical studies in public organizations have been largely absent. This study contributes to the fields of public management and teamwork by examining whether and under what team conditions clear goals contribute to team performance in the Dutch public sector. Analyses on survey data (n = 105 teams) show that both goal clarity and self-management positively affect team performance. The effect of goal clarity on team performance is not affected by teamwork though, indicated by insignificant moderation effects of self-management and information elaboration. Suggestions are offered for future research to better understand goal setting in public sector teams.

Effective Team Reflection: The Role of Quality and Quantity

In this study, we distinguished between quantity and quality aspects of team reflection and examine how they relate to team performance improvement. We hypothesized that teams that reflect little but deeply and thoroughly show greater performance improvements than teams that reflect a great deal but on a superficial level. In addition, we examined the extent to which team performance will improve if teams engage in both quality and quantity in reflection in different extents, and whether implementation explained additional variance in team performance. We examined these issues in a sample of 46 three-person teams in a lab-based hidden profile setting, using a repeated measure design. The results from Bayesian structural equation modeling confirmed our hypotheses. In addition, polynomial regression revealed that performance improved most when teams focused exclusively on the quality of team reflection and weakest when teams tried to engage in quality and quantity of reflection in the same extent.

INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS

Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

Sanchez D, Dean MD. Do I Really Know You and Does It Matter? Unpacking the Relationship Between Familiarity and Information Elaboration in Global Virtual Teams

We investigate the relationship between personal and professional familiarly, team effectiveness, and viability, and how these relationships are mediated by information elaboration in global virtual teams. We further assess whether virtuality moderates the relationships between both types of familiarity and information elaboration. Based on data collected from 63 global virtual supply chain teams, our results suggest that professional familiarity is positively associated with team information elaboration, which in turn relates positively to both manager-rated team effectiveness and team leader–rated viability. Furthermore, team virtuality enhances the influence of personal familiarity on information elaboration, but dampens the relationship between professional familiarity and information elaboration. Our results suggest that professional familiarity is a more salient antecedent of information elaboration in global virtual teams. We discuss the implications of our results for both theory and practice.

Good Catch! Using Interdisciplinary Teams and Team Reflexivity to Improve Patient Safety

Interdisciplinary teams play an important role implementing innovations that facilitate the quality and safety of patient care. This article examined the role of reflexivity in team innovation implementation and its association with an objective patient safety outcome, inpatient fall rates (a fall is an unintended downward displacement of a patient’s body to the ground or other object). In this study, we implemented, supported, and evaluated interdisciplinary teams intended to decrease fall risk in 16 small rural hospitals. These hospitals were part of a collaborative that sought to increase knowledge and facilitate reflexivity about fall event reporting and fall risk reduction structures and processes. We assessed team reflexivity at the start and at the end of the 2-year intervention and innovation implementation at the end of the intervention. The 16 hospitals reported objective fall event data and patient days throughout the project, which we used to calculate comparative rates for assisted, unassisted, and injurious falls. The results suggest that teams benefited from the intervention, increasing reflexivity from the start of the project to the end, which was related to innovation implementation and decreases in fall rates. Theoretical and practical applications of the results are discussed.

Mirror, Mirror: Guided Storytelling and Team Reflexivity’s Influence on Team Mental Models

Because substantial evidence supports team mental model similarity as a positive predictor of team performance, it is important that we help team members to develop a shared understanding of relevant team content. The current study extended the list of team mental model antecedents to include guided storytelling as an effective team intervention. In the first known empirical investigation of planned story usage in teams, we broke new methodological ground by pioneering a team intervention to proactively harness the benefits of narrative. Results revealed that the combination of presenting important information in story format and giving members time to reflect upon their strategies had a positive effect on team mental model similarity. In addition, the positive indirect effect of storytelling on team performance via team mental model similarity was stronger when guided team reflexivity was present than absent. These findings provide encouraging evidence for the continued examination of storytelling and reflexivity in teams.

The role of team reflexivity as a mediator between project management skills, task familiarity, procedural justice, and product performance

Even though the importance of team reflexivity in new product development (NPD) has been well noted in the literature, little attention has been paid to its determinants. Based on the resource-based view, this study proposes that project management skills, task familiarity, and procedural justice are useful to improve team reflexivity. As such, this study also examines the influences that these antecedents and team reflexivity have on NPD. A research framework is proposed along with 10 major hypotheses. To test these, data were collected from 186 team members from NPD teams in Taiwanese high-tech firms, and the partial least square results of confirm that all three of the proposed antecedents have direct impacts on team reflexivity and NPD performance. Task familiarity had the highest mediation effect on the influence of project management skills on NPD performance, followed by team reflexivity and procedural justice. Since previous studies largely ignored the effects of antecedents on team reflexivity and NPD performance, this study provides useful insights for both academics and practitioners.

Influential Factors for Team Reflexivity and New Product Development

Despite the important influence of team reflexivity on new product development (NPD) success, a thorough analysis of its key antecedents, mediators, and moderators is lacking in the literature. Using cognitive fit theory, knowledge management perspective, justice theory, and self-verification theory, this study proposed that existing knowledge, task familiarity, and procedural justice are three of the vital factors that lead to NPD success by encouraging team reflexivity. This study also examined the effects of team conflict on team reflexivity and NPD success. Survey data were collected from 254 NPD team members, and these data were then analyzed using the PROCESS Macro from SPSS and the partial least squares (PLS) approach. The results of this study showed that the three aforementioned factors play a significant role in NPD success. The importance of team conflict was then examined, and the results showed that when relationship conflict is higher, the effect of team reflexivity on NPD success tends to be weaker.

THE EFFECTS OF PSYCHOLOGICAL CAPITAL AND TEAM STRAIN ON THE EFFECTIVENESS OF NPD TEAMS: THE MODERATING ROLE OF PERCEIVED DIVERSITY CLIMATE

The unlearning process in new product development (NPD) teams is a crucial one that leads to innovative products, but most related studies emphasise the variables embedded at the team level. This study focuses on how the characteristics of individuals, known as psychological capital (PsyCap), also contribute to the unlearning process. Moreover, this study argues that the effect of unlearning is moderated by the perceived diversity climate. To test the proposed hypotheses, 77 NPD team leaders and 298 members participated in the study. The results indicate that PsyCap has a positive influence on team unlearning and product innovation. This study also indicates that team strain negatively influences the unlearning process and product innovation. The positive effect of PsyCap on the unlearning process is strengthened when NPD teams perceive greater diversity climate, while the negative effect of team strain on the unlearning process and product innovation is weakened.

Team Innovation

Team innovation is of growing importance in research in organizational psychology and organizational behavior as well as organizational practice. I review the empirical literature in team innovation to draw integrative conclusions about the state of the science and to provide a research agenda to move the field forward. The review identifies two main perspectives in team innovation research, the knowledge integration perspective and the team climate perspective. Key conclusions focus on the need to integrate these perspectives to develop an integrative contingency model of the factors providing teams with diverse informational resources and the factors influencing the extent to which teams integrate these resources in a process of information exchange and integration. As part of these integrative efforts, construct consolidation efforts are important to reverse the tendency for proliferation of substantially overlapping moderators and mediators proposed. The review also identifies the contingencies of the relationship between idea development and idea implementation as the most important understudied issue in team innovation research.

The Impact of Team Learning Behaviors on Team Innovative Work Behavior

The aim of this review was to get insight into the impact of learning behaviors on innovative behavior in work teams. We addressed this issue by carrying out a systematic literature review. Thirty-one articles that reported studies on learning and innovation development in work teams were included in the review. By integrating the correlational findings of the original studies, we found that, at large, all investigated team learning behaviors had an effect on aspects of team innovative work behavior. Concerning specific team learning behaviors, sharing, team reflection, and team activity had the strongest impact on teams’ engagement in innovation development. A central conclusion is that learning and innovation development are mutually dependent aspects of teamwork and that fostering one aspect will also be beneficial for the other. Based on our findings, we draw practical implications for fostering team development through enhancing learning behaviors and innovative work behavior in teams.

The Development of Group Interaction Patterns: How Groups Become Adaptive, Generative, and Transformative Learners

This article integrates the literature on group interaction process analysis and group learning, providing a framework for understanding how patterns of interaction develop. The model proposes how adaptive, generative, and transformative learning processes evolve and vary in their functionality. Environmental triggers for learning, the group's readiness to learn, stage of development, control mechanisms, and facilitation influence the interaction patterns that emerge, are reinforced, and repeated over time. The model has implications for research on the evolution of adaptive, generative, and transformative group learning and for diagnosing group conditions and implementing interventions that promote group learning.