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21 – 30 of 171Paul Misasi, Elizabeth H. Lazzara and Joseph R. Keebler
Although adverse events are less studied in the prehospital setting, the evidence is beginning to paint an alarming picture. Consequently, improvements in Emergency Medical…
Abstract
Purpose
Although adverse events are less studied in the prehospital setting, the evidence is beginning to paint an alarming picture. Consequently, improvements in Emergency Medical Services (EMS) demand a paradigm shift regarding the way care is conceptualized. The chapter aims to (1) support the dialogue on near-misses and adverse events as a learning opportunity and (2) to provide insights on applications of multiteam systems (MTSs).
Approach
To offer discussion on near-misses and adverse events and knowledge on how MTSs are applicable to emergency medical care, we review and dissect a complex patient case.
Findings
Throughout this case discussion, we uncover seven pertinent issues specific to this particular MTS: (1) misunderstanding with number of patients and their locations, (2a) lack of context to build a mental model, (2b) no time or resources to think, (3) expertise-facilitated diagnosis, (4) lack of communication contributing to a medication error, (5) treatment plan selection, (6) extended time on scene, and (7) organizational culture impacting treatment plan decisions.
Originality/value
By dissecting a patient case within the prehospital setting, we can highlight the value in engaging in dialogue regarding near-misses and adverse events. Further, we can demonstrate the need to expand the focus from simply teams to MTSs.
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This inquiry aims to determine the features and mechanisms that specially enable a multiteam system (MTS) to develop ambidexterity that can deal effectively with rapid changes in…
Abstract
Purpose
This inquiry aims to determine the features and mechanisms that specially enable a multiteam system (MTS) to develop ambidexterity that can deal effectively with rapid changes in dynamic environments. The MTS is an emerging organizational unit comprised of tightly integrated networks of teams that may originate from one or more firms. The inquiry also considered how an MTS can engage those features and mechanisms to maximize ambidexterity as dynamic capabilities for increased innovation and long-term adaptation under complex, volatile conditions.
Design/methodology/approach
This conceptual inquiry integrates the emerging research on MTSs with theory and studies relating to ambidexterity and dynamic capabilities. This inquiry focuses on the attributes and linkages that specially characterize an MTS. It analyzes these to determine the key mechanisms and interactions enabling and engaging ambidexterity at MTS unit level.
Findings
MTSs can engage powerful mechanisms for ambidexterity functioning as dynamic capabilities at meso-organizational level. The attributes and linkages that distinguish an MTS from other units enable it to deal effectively and efficiently with near-term task demands by simultaneously balancing the essential tasks of exploration and exploitation, and by being able to rapidly adapt by reconfiguring taskwork and reallocating resources as required for sustainable innovation and long-term success within a dynamic environment.
Practical implications
This inquiry provides valuable insights for designing MTSs that are equipped with selected teams, flexible memberships, specialized skills and permeable interfaces. Autonomy for an MTS allows the unit to span internal and external organizational boundaries to gain access to new discoveries and to exchange information and material resources for increased innovation. Ambidexterity as dynamic capabilities facilitates exploitation of current resources by efficiently reconfiguring taskwork and reallocating materials for adaptation and competitive advantage.
Originality/value
This inquiry appears to represent the most integrative effort to examine the underexplored potential of MTSs for developing and engaging ambidexterity functioning as dynamic capabilities. The inquiry appears to be a first effort at articulating a concept of MTS ambidexterity distinct from organizational ambidexterity. The analysis synthesizes a systems model that guides organizational leaders and opens new opportunities for future research.
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Jianyao Jia, Yang Li, Xueqing Gan and Guofeng Ma
In today's digital and post-pandemic era, construction teams can span their boundary to obtain important resources and support in computer-mediated ways. However, the benefits of…
Abstract
Purpose
In today's digital and post-pandemic era, construction teams can span their boundary to obtain important resources and support in computer-mediated ways. However, the benefits of computer-mediated team boundary spanning (TBS) are mostly assumed. Empirical evidence for these benefits is in lack. Thus, this study attempts to investigate the influence of computer-mediated (instant messaging in this study) TBS on construction project performance and the underlying mechanism.
Design/methodology/approach
From the multiteam system (MTS) perspective, this study employs the input-process-outcome (IPO) framework and coordination theory to explore the influence of instant messaging-based team boundary spanning (IMTBS) on construction project coordination processes and project performance. A theoretical model is built and validated with a survey involving 206 construction projects.
Findings
Results show that IMTBS positively affects knowledge integration and project coordination, but negatively affects project commitment. The positive link between IMTBS and project performance is attributable to knowledge integration and project coordination. Further, project commitment is also found to negatively mediate the relationship between IMTBS and construction project performance.
Originality/value
To the best of the authors’ knowledge, this study is the first to empirically investigate the influence of TBS on construction project performance. As such, this study contributes to the literature on TBS in the construction field. In addition, the findings of this study unveil the double-edged characteristic of IMTBS, which should attract managers' attention. This also indicates that the form of TBS is a significant determinant of its effectiveness, which should attract scholars' attention in the future.
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Kristin L. Cullen-Lester, Caitlin M. Porter, Hayley M. Trainer, Pol Solanelles and Dorothy R. Carter
The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice…
Abstract
The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.
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Walter Fernandez, Gary Klein, James Jiang and Rasheed M. Khan
Discover how organizations effectively integrate the temporary program outputs into the permanent organization.
Abstract
Purpose
Discover how organizations effectively integrate the temporary program outputs into the permanent organization.
Design/methodology/approach
A grounded theory approach deriving knowledge from interviews, field observations and documentary evidence.
Findings
A network of actors integrates the multiteam program system into the overall organization, generating alternate political and implementation impetus.
Research limitations/implications
The paper significantly contributes to the literature of IT-enabled programs by surfacing processes, mechanisms and structures that simultaneously address extant concerns in the program management literature.
Practical implications
The directives of current research and program standards of professional societies identify an individual responsible for integrating the program output into the organization. The study indicates greater autonomy on the responsible actor requiring adjusting to changing stakeholder groups.
Originality/value
The authors add a missing link in understanding how programs can institute effective work structures to address emerging program conflicts and issues, suggesting strategies to foster interaction between temporary and permanent organizations.
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Valerie I. Sessa, Jessica L. Francavilla, Manuel London and Marlee Wanamaker
Multi-team systems (MTSs) are expected to respond effectively to complex challenges while remaining responsive and adaptable and preserving inter-team linking mechanisms. The…
Abstract
Purpose
Multi-team systems (MTSs) are expected to respond effectively to complex challenges while remaining responsive and adaptable and preserving inter-team linking mechanisms. The leadership team of an MTS is expected to configure and reconfigure component teams to meet the unique needs of each situation and perform. How do they learn to do this? This paper, using a recent MTS learning theory as a basis, aims to begin to understand how MTSs learn and stimulate ideas for future research.
Design/methodology/approach
The authors use two case studies to address research questions. The first case was a snapshot in time, while the second case occurred over several months. Interviews, documents and participant observation were the data sources.
Findings
As suggested by theory, findings support the idea that learning triggers, the timing of the triggers and readiness to learn (RtL) affect the type of learning process that emerges. The cases showed examples of adaptive and generative team learning. Strong and clear triggers, occurring during performance episodes, led to adaptive learning. When RtL was high and triggers occurred during hiatus periods, the associated learning process was generative.
Originality/value
Using an available theoretical model and case studies, the research describes how MTS readiness to learn and triggers for learning affect MTS learning processes and how learning outcomes became codified in the knowledge base or structure of the MTS. This provides a framework for subsequent qualitative and quantitative research.
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Julia Wijnmaalen, Hans Voordijk and Bas Rietjens
This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions…
Abstract
Purpose
This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance.
Design/methodology/approach
A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes.
Findings
Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context.
Practical implications
The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination.
Originality/value
The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.
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Group interaction networks are networks whose relations are defined by who engages with whom in communication, coordination, or other forms of joint activity. These interaction…
Abstract
Group interaction networks are networks whose relations are defined by who engages with whom in communication, coordination, or other forms of joint activity. These interaction networks represent the patterns of action that unfold between members of a group and have the potential to inform research on how groups communicate, how psychological states inform, and how communication patterns can impact team performance. Interaction networks are unique in that they can be defined in terms of both structure and temporality; each interaction can be coded as an event that occurs at a specific point in time. Accordingly, interaction networks are well suited for process theories and methods. Further, the growing availability of fine-grained digital trace data makes it easier for researchers to study these networks in depth. In this chapter, theories of structure and time are reviewed in relation to group networks and interactions. A process-oriented relational event-based paradigm for studying group interaction networks is introduced as a possible alternative to prior methods. The chapter concludes with a comparison of relevant social network approaches, as well as a discussion of potential future research.
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Justin M. Jones, Dorothy R. Carter and Noshir S. Contractor
Research on organizational teamwork is increasingly highlighting the patterned nature of the relational processes (e.g., communication, backup behavior) and psychological states…
Abstract
Research on organizational teamwork is increasingly highlighting the patterned nature of the relational processes (e.g., communication, backup behavior) and psychological states (e.g., trust, shared cognition) that underlie team effectiveness. However, studies of teams often rely on methodologies that do not explicitly assess the underlying patterns of relational processes and states. Social network approaches offer an appealing alternative to the typical methodologies used in team research given that network approaches provide both the theory and methodology necessary to conceptualize and investigate patterns of interactions among group members. Despite the advantages of social network approaches, many team researchers are unfamiliar with the network paradigm and its associated methodologies. The purpose of this chapter is to clarify how networks can be leveraged to answer key research questions related to the study of team functioning and effectiveness. We begin by discussing the evolution and eventual convergence of team research and network approaches. Then, we examine the current state of the literature at the intersection of teams and networks in order to identify key takeaways and remaining questions. We conclude by highlighting opportunities for the future of team network science.
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