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The paper aims to propose a conceptualization of two types of team social capital: team-bonding and team-bridging social capital. Throughout the conceptual effort, the paper provides suggestions for future research avenues that link team social capital, as a distinct team-level construct, with other team research topics.

The conceptualization of team social capital is based on a review and synthesis of prior research about social networks. The propositions about the relationships of team social capital with other team process and effectiveness variables are developed within the classical input-mediator-output framework.

The conceptualizations of team-bonding and team-bridging social capital and the common measures for each are provided. Moreover, a series of testable propositions regarding the associations between team social capital and team process, the influence of team social capital on team effectiveness and the antecedents of team social capital are made.

Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.

This paper elaborates the concept of team social capital and specifies its implications to various team phenomena. With this conceptual effort, this paper has advanced our knowledge about the nature and role of team social capital in team research.

Team social capital (TSC) has been attracting increasing research attention aiming to explore team effectiveness through within- and cross-team resource conduits. This study bridges two disconnected theories – TSC and evolutionary theory – to examine gaming clans and analyzes mechanisms of the clans' TSC building from an evolutionary perspective.

This research draws longitudinal data from a sample of gaming teams (N = 1,267) from anonymized player data from the game World of Tanks spanning 32 months. The authors explored teams' evolutionary patterns using hidden Markov models and applied longitudinal multilevel modeling to test hypotheses.

The results showed that teams of different sizes and levels of evolutionary fitness vary in team closure and bridging social capital. The authors also found that larger teams are more effective than smaller ones. The positive association between team-bridging social capital and effectiveness is more substantial for smaller teams.

This research advances the theoretical development of TSC by including the constructs of teams' evolutionary status when analyzing strategic social capital building. Adding to existing literature studying the outcome of TSC, this research also found a moderating effect of team size between TSC and effectiveness. Finally, this study also contributes to a longitudinal view of TSC and found significant evolutionary patterns of teams' membership, TSC, and effectiveness.

This paper aims to evidence the importance of art professionals’ participation in experiential innovation processes, in particular for the gastronomic experiential services, likewise their support to maintain companies at the vanguard in a market of experiences.

Data are collected, in the first phase, through an elaborated questionnaire. In the second phase, a list of companies is created, based on the qualification that users give to the category “creative gastronomy”, in different online portals of restoration.

The authors found that art professionals are a strategic and differentiating element for companies that want to break away from the market and increase their revenues. The third part of the interviewed companies that innovate in services experience processes are conformed by multidisciplinary teams, some of the companies take into account the coalition of art professionals with kitchen professionals. This coalition has allowed the companies to increase its billing, stay at the vanguard of the market and more important to maintain their gastronomic experiences services.

One of the main obstacles for conducting this research was observed when carrying out the surveys, as the concept of “team” in the studied sector is not understood as part of the daily administration.

The teams that have made this coalition type, and those that have teams of other specialized professional profiles, have increased their sales through the creation of gastronomical experiences. However, in this research, it is observed that, the companies that combine their teams and do a co-design work and co-development idea have been able to stay at the vanguard of the service and considerably increase their billing.

Human resources, with their respective competitions, abilities, techniques and knowledge, are the fundamental base in this type of service. The creation of strategic relationships with other companies or individuals, for either managerial alliances or recruitment and disposition of multidisciplinary teams at the internal level, could be more natural and generate new business opportunities.

The contribution of the paper focuses on the analysis about art professionals’ (artists) role at the time companies decide to sell sensations and emotions to a new consumer profile.

Most mature organizations face a major decline in performance at some time during their existence. For more than three decades, it has been suggested that the management practices that could cure a troubled company could have also kept it well. Inspired by this concept, this paper is proposing a preventive approach to early implementation of turnaround strategies as an alternative for otherwise traumatic rescue efforts, further along the downward spiral.

Corporate turnaround strategies and associated risks are integrated with a risk-based approach, along with a proactive decision-making process. The link between turnaround research, resource-based view, the sources of organizational decline, and the governance of organizational-decline-related risks – is explained.

The integrated model streamlines a preventive organizational process for considering the suitability of commonly used turnaround practices – for the non-crisis business routine of a mature company. By considering and adjusting the risks associated with such practices, it addresses risk aversion at the early stages of decline and determines the optimal sequence and timing of retrenchment and recovery activities. As such, it encourages mature companies to take actions for reducing their exposure to organizational decline. Accordingly, the model is named the “Anti-Aging” framework.

Empirical testing of the suitability of turnaround strategies for non-crisis situations is proposed as a direction for future research.

The Anti-Aging framework opens an opportunity for the senior management of a mature organization to respond earlier to organizational decline and avoid the trauma associated with otherwise more challenging conditions, for the benefit of all stakeholders.

The Anti-Aging framework proposes an innovative way of bridging the gap between the benefits of early implementation of turnaround strategies, and major obstacles faced by willing, traditional management teams of mature organizations.

The purpose is to share strategies, rationales and lessons learnt from user involvement in a quality and safety improvement research project from the practice field in nursing homes and homecare services.

This is a viewpoint paper summarizing how researchers and co-researchers from the practice field of nursing homes and homecare services (nurse counsellors from different municipalities, patient ombudsman and next-of-kin representatives/and elderly care organization representant) experienced user involvement through all phases of the research project. The project included implementation of a leadership intervention.

Multiple strategies of user involvement were applied during the project including partnership in the consortium, employment of user representatives (co-researchers) and user-led research activities. The rationale was to ensure sound context adaptation of the intervention and development of tailor-made activities and tools based on equality and mutual trust in the collaboration. Both university-based researchers and Co-researchers experienced it as useful and necessary to involve or being involved in all phases of the research project, including the designing, planning, intervention implementation, evaluation and dissemination of results.

User involvement in research is a growing field. There is limited focus on this aspect in quality and safety interventions in nursing homes and homecare settings and in projects focussing on the leadership' role in improving quality and safety.

Suggests that the intellectual distance among scholars is a cause of difficult co‐ordination during the project. The intellectual distance among scholars is the distance among their cognitive systems, a wide concept including a multi‐level belonging: institutional, disciplinary, paradigmatic, and cultural belonging, as well as social networking, etc. The higher the cumulative intellectual distance within the academic international research projects (AIRP), the higher the co‐ordination needs during the process. Nevertheless, this paper suggests a better acknowledgement of intellectual distance might foster AIRP effectiveness. Assumes that cognitive systems are assessable only indirectly through scholars’ intellectual artefacts, thus introducing a methodology in order to study them. Adopts scholars’ citations as a proxy of their cognitive system, thus testing methodology on two major management journals. Suggests a few actions project champions may adopt in order to abridge intellectual distance within AIRP.

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.

We propose team-based organizing as an alternative to more traditional forms of hierarchy-based organizing in global firms.

Advancements in the study of global teams, leadership, process, and outcomes were organized into four themes: (1) openness toward linguistic and value diversity as enhancing team creativity and performance, (2) knowledge sharing in team-based organizations, (3) the significance of social capital for global team leader role success, and (4) shared leadership, satisfaction, and performance links in global virtual teams.

We identify questions at three levels for bringing research on team-based organizing in global organizations forward. At the within-team individual level, we discuss the criticality of process and leadership in teams. At the between-teams group level, we draw attention to that global teams also need to focus on relationships and interactions with other teams within the same global firm, for example, when sharing knowledge. With respect to the across-teams organizational level, we highlight how bringing people together in global teams from different organizational units and cultures creates the potential for experiential individual and team-based learning, while making the firm more flexible and adaptable.

The potential of the relatively underexplored idea of global team-based firms as an alternative to hierarchy open up questions for empirical research, and further theorizing about the global firm.

Practitioners can learn about organizational, team, and individual challenges and benefits of global team-based organizing.

A century-old dominant organizational form is challenged when moving away from hierarchy- and hybrid-based forms of organizing toward team-based global organizing of work.