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1 – 10 of over 41000Glen Croy and Nathan Eva
The purpose of this paper is to design and test an online team intervention for university students, focusing on communication, leadership and team processes, to influence team…
Abstract
Purpose
The purpose of this paper is to design and test an online team intervention for university students, focusing on communication, leadership and team processes, to influence team cohesion and subsequently team assignment performance. It was administered twice as a formative feedback measure and once as a summative evaluation measure across a semester.
Design/methodology/approach
Survey data were collected from 154 university students across four management modules in a large Australian university. Multiple regression analysis was used to test the hypotheses and open-ended questions were used to understand why the team intervention was effective.
Findings
The results showed that the implementation of an effective team intervention leads to higher levels of team cohesion and subsequently team performance. Open-ended responses revealed that the team intervention caused students to develop team-based sills and increase regular contributions.
Practical implications
In order to develop positive team behaviours amongst students in group assignments and increase the effectiveness of team-based learning activities, educators should implement a regular and process focused team contribution intervention, like the one proposed in this study.
Originality/value
This research contributes to the team intervention literature by drawing on the social information processing perspective, to demonstrate how an intervention that is based on the students’ social processing, task focused, regular implementation and formative feedback has a salient effect over team cohesion.
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Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell and Luca Pietrantoni
The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social…
Abstract
Purpose
The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated.
Design/methodology/approach
Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions.
Findings
Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high.
Research limitations/implications
The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas.
Practical implications
The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance.
Originality/value
The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.
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Maria Karanika-Murray, Dimitra Gkiontsi and Thom Baguley
Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage…
Abstract
Purpose
Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage with interventions is underdeveloped. The purpose of this paper is to explore leader engagement by drawing from the experiences of the intervention team.
Design/methodology/approach
Data from semi-structured interviews with the team responsible for implementing an organizational health intervention in two large UK organizations were used to examine how leaders at strategic (senior management) and operational (line managers) positions engaged with the intervention.
Findings
Thematic analysis uncovered 6 themes and 16 sub-themes covering the leaders’ initial reactions to the intervention, barriers to leader engagement, ways in which the intervention team dealt with these barriers, factors facilitating and factors accelerating leader engagement, and differences in engagement between leadership levels.
Research limitations/implications
This study can inform research into the conditions for optimizing leader engagement in organizational health interventions and beyond. Insights also emerged on the roles of leaders at different hierarchical levels and the value of perspective taking for intervention implementation.
Practical implications
Recommendations for bolstering the engagement of leaders in interventions are offered, that apply to all leaders or separately to leaders at strategic or operational levels.
Originality/value
The experiences of the intervention team who sought to engage leaders at different organizational levels to support the intervention are invaluable. Understanding how leader engagement can be maximized can better equip intervention teams for delivering successful interventions.
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Looks at the use of the Team Management Index (TMI) as a team building intervention in a programme of organizational development (OD). Attempts to assess the instrument’s…
Abstract
Looks at the use of the Team Management Index (TMI) as a team building intervention in a programme of organizational development (OD). Attempts to assess the instrument’s effectiveness using a variety of measures (including the taxonomy of De Meuse and Liebowitz, 1981). In so doing, raises wider methodological and epistemological issues as to the whole nature of data collection, validity and proof in measuring the effectiveness of OD interventions. Discovers that, according to the measurement criteria, set out by De Meuse and Liebowitz, the TMI can be considered to be an effective OD instrument. However, finds that these measurement techniques are “blunt” and, by their very nature, lacking in academic rigour. Argues, therefore, that all levels of data collection and evidence gathering can never constitute 100 per cent proof of a causal link between OD interventions and resultant changes in the organization. Concludes that what will be deemed to count as adequate evidence or proof of an intervention’s effectiveness ultimately will be a personal choice; that in concentrating on comparing before and after measures of a team’s effectiveness theorists have ignored the change process which is taking place as a team begins to become effective, and have treated teams at the end of a team building intervention as if they were finished products; and finally that research time should be devoted to studying the process of change which a team undergoes during its development (of which team building is just the beginning) in order to highlight the ways in which an organization could nurture, support and facilitate this process to ensure the effective development of its work teams.
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Lisa Rogers, Aoife De Brún, Sarah A. Birken, Carmel Davies and Eilish McAuliffe
Implementing change in healthcare is difficult to accomplish due to the unpredictability associated with challenging the status quo. Adapting the intervention/practice/program…
Abstract
Purpose
Implementing change in healthcare is difficult to accomplish due to the unpredictability associated with challenging the status quo. Adapting the intervention/practice/program being implemented to better fit the complex context is an important aspect of implementation success. Despite the acknowledged influence of context, the concept continues to receive insufficient attention at the team-level within implementation research. Using two heterogeneous multidisciplinary healthcare teams as implementation case studies, this study evaluates the interplay between context and implementation and highlights the ways in which context influences the introduction of a collective leadership intervention in routine practice.
Design/methodology/approach
The multiple case study design adopted, employed a triangulation of qualitative research methods which involved observation (Case A = 16 h, Case B = 15 h) and interview data (Case A = 13 participants, Case B = 12 participants). Using an inductive approach, an in-depth thematic analysis of the data outlined the relationship between team-level contextual factors and implementation success.
Findings
Themes are presented under the headings: (1) adapting to the everyday realities, a key determinant for implementation success and (2) implementation stimulating change in context. The findings demonstrate a dynamic relationship between context and implementation. The challenges of engaging busy healthcare professionals emphasised that mapping the contextual complexity of a site and adapting implementation accordingly is essential to enhance the likelihood of successful implementation. However, implementation also altered the surrounding context, stimulating changes within both teams.
Originality/value
By exposing the reciprocal relationship between team-level contextual factors and implementation, this research supports the improved design of implementation strategies through better understanding the interplay and mutual evolution of evidence-based healthcare interventions within different contexts.
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Piia Seppälä, Jari J. Hakanen, Asko Tolvanen and Evangelia Demerouti
The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during…
Abstract
Purpose
The purpose of this paper is to investigate the effectiveness of a job resources-based intervention aimed at proactively increasing work engagement and team innovativeness during organizational restructuring using a person-centered approach.
Design/methodology/approach
The intervention was conducted in two organizations: two departments served as participants (n=82) and two as controls (n=52). The aim was to first identify sub-groups of employees with different developmental patterns of work engagement, and then to determine whether these sub-groups benefited differently from the intervention with respect to team innovativeness and work engagement.
Findings
Latent profile analysis identified three different patterns of work engagement among the participants: high and stable (n=64), moderate and decreasing (n=13), and low and decreasing (n=5). The χ²-test yielded no significant difference between participants and controls (n=52) with respect to team innovativeness over time. However, t-tests showed that team innovativeness increased in the high work engagement class and somewhat decreased in the moderate and low work engagement classes.
Practical implications
During organizational changes, those initially work-engaged seem to be able to proactively build their team innovativeness via a job resources-based intervention and remain engaged; whereas those initially not work-engaged may not, and their work engagement may even decrease.
Originality/value
This study reveals that an initial level of work engagement is a prerequisite why some employees profit more from a job resources-based intervention than others and provides tailored knowledge on the effectiveness of the intervention.
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John F. McGrew and John G. Bilotta
Two of the most common reasons for not implementing a risk management program are cost and benefit. This paper focuses on whether the benefits of intervention can be shown to…
Abstract
Two of the most common reasons for not implementing a risk management program are cost and benefit. This paper focuses on whether the benefits of intervention can be shown to justify the costs. A confounding factor is that the acts of intervention during a risk management program may alter the outcome in ways we cannot separate and therefore cannot cost out. A second confounding factor is response bias – the tendency of individuals consistently to underestimate or overestimate risk, resulting in interventions that may be ineffective or excessively wasteful. The authors demonstrate that signal detection theory (SDT) can be used to analyze data collected during a risk management program to disambiguate the confounding effects of intervention and response bias. SDT can produce an unbiased estimate of percent correct for a risk management program. Furthermore, this unbiased estimator allows comparison of results from one program to another.
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To provide readers with a better understanding of the organizational conditions that lead to complexity in team structure, operation, and dynamics, and introduce guidelines for…
Abstract
Purpose
To provide readers with a better understanding of the organizational conditions that lead to complexity in team structure, operation, and dynamics, and introduce guidelines for facilitating complex team interventions.
Design/methodology/approach
This article is based on the author's 20 years' experience as an internal OD executive, external consultant, and associate professor in the areas of organizational change and teambuilding.
Findings
The article concludes that team‐building failures frequently occur when facilitators operate from team archetypes that are radically outmoded, and severely underestimate the complexity of certain team‐building issues. Readers are introduced to six guidelines for managing complex team interventions.
Practical implications
This article is designed to help OD practitioners plan extremely complex and difficult team‐building interventions. The article should serve as a useful tool to experienced OD consultants who are attempting to tackle more advanced team‐building interventions. An organizational example is provided to illustrate key concepts.
Originality/value
The author believes that this article provides a unique perspective, by examining issues of organizational complexity that must be faced by experienced team facilitators.
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Rebecca J. Jones, Uwe Napiersky and Joanne Lyubovnikova
Team coaching (TC) is a popular new addition to the team learning and development toolkit. However, the conceptualization of TC and the distinction between TC, team training, team…
Abstract
Purpose
Team coaching (TC) is a popular new addition to the team learning and development toolkit. However, the conceptualization of TC and the distinction between TC, team training, team development and team building interventions remains unclear. The paper aims to discuss these issues.
Design/methodology/approach
The authors address this significant gap by abductively exploring how TC is conceptualised in practice (n=410). The authors survey practitioners engaged in delivering TC to ask how they would define TC and distinguish it from other team interventions.
Findings
A thematic analysis of the data reveals eight themes, which can be used to define TC and illustrate areas of overlap and distinctiveness with other team interventions.
Research limitations/implications
The absence of a clearly defined construct is hindering the development of a rigorous theory of TC. The contribution of the paper is, therefore, a clear and comprehensive definition of TC, which can be used by researchers and practitioners alike when working within the domain of TC.
Originality/value
The paper provides the first systematic exploration of a definition of TC in relation to alternative team interventions. By utilising an abductive approach in the research, the authors are able to capitalise on practitioner experience in this practice-led field.
Ramiro García-Galán, Isabel Ortiz-Marcos and Rafael Molina-Sánchez
Teamwork is necessary for engineering to address today’s complex challenges. Therefore, team members must improve their teamwork competencies for more significant team development…
Abstract
Purpose
Teamwork is necessary for engineering to address today’s complex challenges. Therefore, team members must improve their teamwork competencies for more significant team development and effectiveness. This study aimed to analyze how a non-directive coaching intervention model for an entire team influences the individual team members’ teamwork competencies.
Design/methodology/approach
Action research was used in this study with a quasi-experimental design featuring control and experimental groups comprising final-year engineering students from Universidad Politécnica de Madrid. The sample included 168 students, with 132 in the control group and 36 in the experimental group. The experimental group underwent a non-directive team coaching intervention involving three sessions. Competencies were evaluated using the teamwork competency test (TWCT), administered at the course’s beginning and end to measure progress.
Findings
The results show that the individuals who participated in the team coaching significantly increased their competencies, particularly “conflict resolution” and “feedback.”
Originality/value
This study’s value contributes to identifying the positive impacts of non-directive team coaching interventions on individual teamwork competencies, fostering collaborative skills and supporting collective goals.
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