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This study aims to investigate the ways mobile hybrid team members make sense of their teamwork.

Using surveys, this study examined 579 US-based mobile hybrid team members as they discussed their professional team activities. Leximancer software determined, through frequency and co-occurrence analysis of survey-resulting unstructured data sets, the themes mobile hybrid team members use to make sense of their teamwork.

Participants included the concepts Team, Technology, Communication, Context and Time relative to 25 specific content themes within their talk about teamwork. While thematic clusters such as Team and Communication were densely packed, Technology and Time co-occurred more widely in support of other content themes within the mobile hybrid team member data set. This suggests mobile technologies pervade mobile hybrid team members’ sensemaking about their work.

A first of its kind inquiry into how mobile hybrid team members make sense of work and performance within their teams, this study highlights the need to explore further how mobile hybrid team members frame and enact technological processes as integral to their organizational work and team outcomes.

The purpose of this paper was to investigate the relationships among the intellectual ability of artificial intelligence (AI), cognitive emotional processes and the positive and negative reactions of human members. The authors also examined the moderating role of AI status in teams.

The authors designed an experiment and recruited 120 subjects who were randomly distributed into one of three groups classified by the upper, middle and lower organization levels of AI in the team. The findings in this study were derived from subjects’ self-reports and their performance in the experiment.

Regardless of the position held by AI, human members believed that its intelligence level is positively correlated with dependence behavior. However, when the AI and human members are at the same level, the higher the intelligence of AI, the more likely it is that its direct interaction with team members will lead to conflicts.

This paper only focuses on human–AI harmony in transactional work in hybrid teams in enterprises. As AI applications permeate, it should be considered whether the findings can be extended to a broader range of AI usage scenarios.

These results are helpful for understanding how to improve team performance in light of the fact that team members have introduced AI into their enterprises in large quantities.

This study contributes to the literature on how the intelligence level of AI affects the positive and negative behaviors of human members in hybrid teams. The study also innovatively introduces “status” into hybrid organizations.

Deploying hybrid construction project teams (HCPTs) in which the common pattern of interactions is a blend of face-to-face and virtual communications has been increasingly gaining momentum in the construction context. Evidence has demonstrated that effectiveness of HCPTs is affected by a perceived level of virtuality, i.e. the perception of distance and boundaries between members where teams shift towards working virtually as opposed to purely collocated teams. This study aims to provide an integrated model of the factors affecting perceived virtuality in HCPTs, to address the conspicuous absence of studies on virtuality in the construction context.

An a priori list of factors extracted from existing literature on virtuality was subjected to the scrutiny of 17 experts with experiences of working in HCPTs through semi-structured interviews. Nvivo 10 was deployed for analysing the interview transcripts.

The findings outline the factors affecting virtuality in HCPTs and map the patterns of their associations as an integrated model. This leads to discovering a number of novel factors, which exert moderating impacts upon perceived virtuality in HCPTs.

The findings assist managers and practitioners dealing with any form of HCPTs (including building information modelling-based networks and distributed design teams) in identifying the variables manipulating the effectiveness of their teams. This enables them of designing more effective team arrangements.

As the first empirical study on virtuality in the construction context, this paper contributes to the sphere by conceptualising and contextualising the concept of virtuality in the construction industry. The study presents a new typology for the factors affecting perceived virtuality by categorising them into predictors and moderators.

Purpose – This chapter examines the international Clubhouse movement, which features a unique “partnership model” that enables individuals who have serious and persistent mental illness to take an active role in their recovery. Consumer–provider and consumer–consumer supportive relationships are deepened through engagement in a range of cooperative activities both in the Clubhouse and in the local community.

Methodology – Data for this study have been gathered via case materials, semi-structured interviews, review of official publications, direct experience, participant observation, primary and secondary sources.

Findings – This study is consistent with other research demonstrating the efficacy of the Clubhouse model in providing mental health consumer assistance and support to gain paid employment, an education, and adequate housing.

Research limitations – While data have been gathered from a variety of sources encompassing a large number of Clubhouses, this is a single case study that includes limited comparative analysis with other modalities.

Practical implications – The Clubhouse model is an option that shows great promise for assisting mental health consumers to obtain employment, education, housing, and supportive relationships including peer support. It also promotes leadership development and participation in collective action for policy reform.

Originality/value – The Clubhouse approach is grounded in an empowerment paradigm of helping that emphasizes a strengths-based perspective, resiliency, activated consumers, collaborative partnerships with professionals, high expectations, self-help, mutual assistance, self-advocacy, and collective action for social change.

The chapter contributes to the theoretical understanding of how corporate governance affects organizational processes and outcomes in not-for-profit organizations. The contribution claims that cooperation is not only a good proposition held by the variety of actors relevant to corporate governance of non-for-profit organizations, but it also determines the wealth maximization of organization's stakeholders. Theoretical results, according to the common agency framework, are driven by the case study of the largest humanitarian organization’ corporate governance: the International Federation of Red Cross and Red Crescent Societies (IFRC).

This study aims to conduct an experimental study and finite element model (FEM) to investigate the flexural behavior of heat-damaged beams strengthened/repaired by hybrid fiber-reinforced polymers (HFRP).

Two groups of beams of (150 × 250 × 1,200) mm were cast, strengthened and repaired using different configurations of HFRP and tested under four-point loadings. The first group was kept at room temperature, while the second group was exposed to a temperature of 400°C.

It was found that using multiple layers of carbon fiber-reinforced polymer (CFRP) and glass fiber-reinforced polymer (GFRP) enhanced the strength more than a single layer. Also, the order of two layers of FRP showed no effect on flexural behavior of beams. Using a three-layer scheme (attaching the GFRP first and followed by two layers of CFRP) exhibited increase in ultimate load more than the scheme attached by CFRP first. Furthermore, the scheme HGC (heated beam repaired with glass and carbon, in sequence) allowed to achieve residual flexural capacity of specimen exposed to 400°C. Typical flexural failure was observed in control and heat-damaged beams, whereas the strengthened/repaired beams failed by cover separation and FRP debonding, however, specimen repaired with two layers of GFRP failed by FRP rupture. The FEM results showed good agreement with experimental results.

Few researchers have studied the effects of HFRP on strengthening and repair of heated, damaged reinforced concrete (RC) beams. This paper investigates, both experimentally and analytically, the performance of externally strengthened and repaired RC beams, in flexure, with different FRP configurations of CFRP and GFRP.

Current trends such as a steadfast movement toward globalization, increased connectivity and use of networks in business relationships, rapidly changing technology, increased pressure for economic profitability, and economic concern create an environment where a focus on global team effectiveness is imperative. This study provides greater clarity on the workings of global hybrid team effectiveness including an examination of accelerators and decelerators. It also proposes a new model of Global Working behaviors to be applied systematically to all McKinsey 7-S areas – Strategy, Structure, Systems, Shared Values, Style, Skills, and Staff – in order to accelerate global hybrid team effectiveness.

This article analyzes a kibbutz factory and seeks to understand its unique hybrid structure following privatization, comparing it with that of other kibbutz industries in Israeli society.

The research used qualitative investigation, including interviews and document analysis practice.

The study describes hybrid model that is based on conflicting logic, as the kibbutz industry contains both communal and familial principles and bureaucratic and business features. This case study succeeded in striking a balance between the two conflicting logics through sound managerial policy adapted for the sake of communal interests.

This typology can be applied to other business organizations that underwent organizational changes as well.

The authors developed an alternative hybrid organization typology capable of describing new trends in kibbutz industry.

This study aims to explore the impact of hybrid learning on the satisfaction, effectiveness and academic performance of faculty and students in private universities in Kuwait. The study specifically addresses the challenges and experiences confronted by students and faculty members in utilising hybrid learning, assesses whether hybrid learning leads to improvements in academic performance and proposes measures for providing quality hybrid learning models in post-coronavirus disease 2019 (COVID-19) situations.

This study employed a quantitative method by collecting data via a questionnaire targeting private university students and faculty members in Kuwait. A total of 311 participants completed the survey.

The results show that students were in favour of the hybrid learning method and viewed this as being efficient when coming to satisfaction, academic performance and overall effectiveness; whilst faculty members have voiced the members' disfavour of the hybrid model of teaching as the members believe that the system is unjust, especially when coming to student's academic performance.

Although research related to hybrid learning in different parts of the world has existed for many years, the research only recently gained prominence in Kuwait due to the COVID-19 pandemic. This paper will likely be of interest to academics, policymakers, the government and universities as the pandemic continues to make hybrid learning more popular and, therefore, would increase awareness with regards to students' and faculty members' opinions about the system and proposed ways to resolve any issues.

This article aims to examine tensions between hybrid clinician managers' professional values and health care organisations' management objectives.

Data are from interviews conducted with, and observation of, 14 managerial participants in a Cancer Therapy Unit set in a large teaching hospital in New South Wales, Australia, who participated in a Clinical Leadership Development Program.

The data indicate that there are tensions experienced by members of the health care organisation when a hybrid clinician manager appears to abandon the managerial role for the clinical role. The data also indicate that when a hybrid clinician manager takes on a managerial role other members of the health care organisation are required concomitantly to increase their clinical roles.

Although the research was represented by a small sample and was limited to one department of a health care organisation, it is possible that other members of health care organisations experience similar situations when they work with hybrid clinician managers. Other research supports the findings. Also, this paper reports on data that emerged from a research project that was evaluating a Clinical Leadership Development Program. The research was not specifically focused on organisational professional conflict in health care organisations.

This paper shows that the role of the hybrid clinician manager may not bring with it the organisational effectiveness that the role was perceived to have. Hybrid clinician managers abandoning their managerial role for their clinical role may mean that some managerial work is not done. Increasing the workload of other clinical members of the health care organisation may not be optimal for the health care organisation.

Organisational professional conflict, as a result of hybridity and divergent managerial and clinical objectives, can cause conflict which affects other organisational members and this conflict may have implications for the efficiency of the health care organisation. The extension or duality of organisational professional conflict that causes interpersonal or group conflict in other members of the organisation, to the authors' knowledge, has not yet been researched.