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The aim of this paper is to present the Italian version of the Aston Team Performance Inventory (the ATPI), to assess its psychometric properties and whether its factor structure reflects the input-process-output (I-P-O) model.

The ATPI was administered to 702 Italian employees working in teams, recruited from the National Health Service (50.3 percent) and from public and private organizations (49.7 percent). To assess the psychometric properties of the ATPI's items, evaluation of discriminating power was performed. In addition to the reliability analyses, a confirmatory factor analysis of the full I-P-O model was also conducted.

Significant results of the Italian version of the ATPI arise from the psychometric properties, dimensions and factor structure. Results align with the English version of the inventory.

The sample was limited and was not selected randomly. Future research should, therefore, expand the sample size and involve several types of Italian organizations. Considering these significant results, future research should validate the Italian version of the ATPI.

To the authors' knowledge, the Italian literature is missing instruments for the assessment of team performance in organizations. Consequently, the present study provides evidence of the value of the Italian version of the ATPI.

The purpose of this paper is twofold: first, to investigate the goodness of the input-process-output (IPO) model in order to evaluate work team performance within the Italian National Health Care System (NHS); and second, to test the mediating role of reflexivity as an overarching process factor between input and output.

The Italian version of the Aston Team Performance Inventory was administered to 351 employees working in teams in the Italian NHS. Mediation analyses with latent variables were performed via structural equation modeling (SEM); the significance of total, direct, and indirect effect was tested via bootstrapping.

Underpinned by the IPO framework, the results of SEM supported mediational hypotheses. First, the application of the IPO model in the Italian NHS showed adequate fit indices, showing that the process mediates the relationship between input and output factors. Second, reflexivity mediated the relationship between input and output, influencing some aspects of team performance.

The results provide useful information for HRM policies improving process dimensions of the IPO model via the mediating role of reflexivity as a key role in team performance.

This study is one of a limited number of studies that applied the IPO model in the Italian NHS. Moreover, no study has yet examined the role of reflexivity as a mediator between input and output factors in the IPO model.

Undertakes research in Omaha, Nebraska on factors found to be predictors of attitudes toward the police (ATP). Addresses the question of whether ATP are primarily a function of police‐citizen interaction or if they derive from the transmission of cultural values. If the former, strategies to modify police and citizen behavior are required; if the latter, an impact on socialization may be needed to improve ATP. Summarizes the nature and measurement of ATP. Finds, in common with earlier research, that although age, gender and police contact have significant effects, race variables have the greatest effect. In contrast with other research, finds that social class has some influence on ATP. Compares Hispanic, black and white respondents’ ATP. Suggests that neighborhood is an important influence on ATP. Recommends further studies on the development of ATP in youth.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

‘In ten years, more or less, it seems certain that the college bookstore will become very nearly the most important, and perhaps the most import‐ant, book outlet in America.’

The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS).

A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N = 214) across three large workplaces. Analyses were done at the group level and data from 33 teams were included in the final data material.

Results from validation data indicate that the TDS has satisfactory high Cronbach’s alpha values on most factors. Results from the SEM analyses show a moderate model fit for the main model. Team-level factors predict both performance and satisfaction, while organization and coaching factors do not.

The present study was limited to a cross-sectional design, but earlier studies have shown that the accuracy of the TDS remains consistent over time. The main purpose of this study was to test the predictive validity of the instrument. Theoretical implications of the study are that a survey can be used to get a valid overall picture of the real-life work team’s effectiveness.

Practical implications of the study are that communication between researcher and/or consultant and organizational stakeholders is made easier, as the most important factors that affect team effectiveness are identified.

The work on the development on TDS has shown that it is possible to use a complex instrument to diagnose work groups, and this line of research is leading the way for better instruments.

The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour.

The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams).

Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes.

An investigation of the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making – reflecting management policy – on proactivity.

Lean production stresses continuous improvements for enhancing efficiency, and such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes.

Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload. Finding the potential for learning within lean production is essential for balancing the need of efficient production and employees’ health and well-being at work.

Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. A clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity.

Within the expansive body of literature on knowledge management, very little research is found that examines the use of teams as a sub‐process for knowledge management. This article addresses this limitation by seeking to provide a theoretical framework that examines the similarities between the benefits of incorporating teams into the workplace and incorporating knowledge management principles. Recognizing that knowledge management has several critical dimensions, the framework that ties workplace teams to each of these knowledge management dimensions is built. Knowledge management and teams in the workplace are viewed at the individual, team and organizational level of analysis.

This is a conceptual paper that reviews current literature on teams and matches the functions of teams to those of knowledge management critical dimensions as outlined by Argote et al. knowledge management context and knowledge management outcomes.

The deficit in current literature is identified by placing teams as a sub‐process for knowledge management. Additionally, the benefits teams can have on an organization within the knowledge management process are identified.

The research contributes to the field by offering a framework that can serve to further the research on utilizing teams as a sub‐process to knowledge management. Teams are identified as a sub‐process to the knowledge management process within an organizational framework.