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Teamwork is essential for patient safety as highly functioning teams make fewer errors. In high acuity academic medical centers, care delivery is complex and ever-changing, creating a high-risk environment for safety concerns. These intricate settings demand a collaborative approach to care delivery, where structured methods of teamwork and communication are engrained in day-to-day practice. With teamwork being a critical component of patient safety and communication failures likened to preventable medical errors, hospitals are looking to bolster leadership training and improve team dynamics. TeamSTEPPS is a proven method shown to enhance teamwork, communication, leadership, and patient satisfaction. TeamSTEPPS provides an evidence-based framework to optimize patient outcomes by improving communication and teamwork skills among healthcare professionals. Current literature on teamwork and communication demonstrates that nurse practitioners are uniquely positioned to improve team performance through the use of the TeamSTEPPS framework.

New Ways of Working practices like activity-based working and home-based work lead to different behaviors of employees. Due to these NWW practices, employees choose their own preferred times and places to work – albeit to a certain extent and within certain boundaries. This might have an impact on the possibilities for teamwork. Therefore, we suppose that teamwork and teamwork behaviors might moderate the relationship between NWW and outcomes. Does teamwork behavior have an influence on the relation of NWW and productivity or organizational commitment? And how, is it a positive or a negative influence on these relations? This chapter reports the results of an explorative study on the relationship between NWW practices, teamwork behavior, productivity, and organizational commitment. Quantitative data from the questionnaire will illustrate the main issues: the complex linkages between the four components of NWW, the outcome variables, and the effect of different components of teamwork behavior. This chapter describes the issue of teamwork and provides new data on the actual use and effectiveness of the different components of teamwork behaviors.

The purpose of this paper is to describe the perception of real teamwork and sustainable quality culture as well as success factors for achieving a sustainable quality culture within an organisation, focusing on top management teams (TMTs). An additional purpose is to explore the relationship between real teamwork and sustainable quality culture.

A mixed-methods design focusing on TMTs was used. Four TMTs were open-sampled and located in different parts of Sweden. The data were collected through questionnaires and focus group discussions between April 2022 and December 2022. Follow-up meetings were thereafter held with the participants. A meta-analysis was conducted of the data from the four TMTs.

Two overarching conclusions of this study were: to follow the developed methodology can be one way to increase TMTs' abilities for real teamwork alongside a sustainable quality culture, and the results also showed the importance of a systems view, emotional commitment and continuous improvement for improving real teamwork and creating a sustainable quality culture.

Practical implications were suggestions on how to increase the TMTs' abilities for real teamwork alongside a sustainable quality culture. A deepened understanding of real teamwork and a sustainable quality culture was also achieved by the participants.

The novelty of this paper is the use of a new methodology for assessing teamwork and sustainable quality culture. To the authors' knowledge, no similar research has previously been performed to investigate teamwork alongside a sustainable quality culture, focusing on TMTs.

This study aims to investigate the relationship between individuals' preference for teamwork and communities of practice (CoPs) mediated by individuals' concern for team members built from the perspective of social learning system for knowledge sharing and learning. A cross-sectional study with data collected from the respondents through a convenience, non-random, non-probability sampling technique was employed in this research. The data of 240 were collected from the respondents belonging to manufacturing and service organizations in India and analyzed through confirmatory factor analysis, multiple regression analysis and PROCESS macro from Hayes with bootstrapping technique. The findings from the analysis showed a positive relationship between individuals' preference for teamwork and CoPs, while concern for team members mediated the relationship between preference for teamwork and CoPs. When employees prefer to work in teams, they positively consider participating in CoPs. Thus, organizations should strategically formulate conditions for employees to enable them to prefer working in teams and groups so that they collaborate as CoPs for knowledge creation, sharing and learning. Such learning through CoPs can pave the way for skill development and high-quality performance, thereby evolving as a framework for human capital development. This chapter provides an understanding of the relationship between individual employees' preference for teamwork and CoPs, mediated by individuals' concern for team members in an Indian context. Implications for theory and practice are discussed, along with limitations and future research direction.

In many contemporary service organizations, service teams or service units are the main engines used to deliver key services to customers, client or patients. However, it remains unclear how teamwork mechanisms (i.e. the ways team members work together) influence customer service outcomes, and whether these relationships vary across different service contexts. To advance knowledge on the nature of teamwork in service teams and to set an agenda for further work in this area, there is a need to integrate and synthesize findings across the diverse literature on service teamwork. This paper aims to discuss the aforementioned objectives.

Using a meta-analytic approach, the authors analyzed a substantial pool of relevant effect sizes (a total of 372 effect sizes from 82 studies, with 14,291 service teams/units) to examine the effects of affective, behavioral, cognitive, motivational as well as perceptual teamwork mechanisms on customer service outcomes. The authors also investigated two key service context variables (service climate and service type) as boundary conditions on these effects.

The authors found that cognitive teamwork mechanisms were more strongly positively associated with customer evaluative outcomes than other mechanisms, whereas motivational and perceptual teamwork mechanisms had stronger associations with financial outcomes. Further, four of the five teamwork mechanisms demonstrated stronger correlations under a high service climate. The strength of the correlations between the teamwork mechanisms and customer service outcomes also exhibited different patterns when considered for different service types.

As with all meta-analysis, the quality of the primary studies influences the quality of the insights obtained from summarized effects. As most studies are cross-sectional design, the relationships examined in this paper cannot be interpreted causally. The authors cannot rule out the possibility of reverse causality, for example, reciprocal effects of customer service outcomes on teamwork dynamics due to the reciprocal feedback loop between customers and service providers.

The results hold important practical implications for enhancing customer evaluation and financial performance. First, the overall findings point to the need for employers to emphasize on certain types of teamwork training in order to encourage employee collaboration within service teams. For instance, service organizations could plan team building activities for service teams to promote trust, strengthen interpersonal bonds and improve problem-solving.

The results of this study provide an integration of previous research on service teamwork and fill two important gaps in the knowledge: (1) which aspect of teamwork is more important in determining customer service outcomes? And (2) does the effect of teamwork on customer service outcomes differ across different service contexts?

Businesses have increasingly relied on educators to train students on teamwork skills that are valuable in a highly competitive marketplace. But what are students actually getting from these initiatives? Are they seeing the linkage between teamwork skills and goal accomplishment? Are they developing positive attitudes toward teamwork? What skills are they learning from their teamwork experiences?

This study investigated the relationship between student team member outcomes and the team activities that they engage into achieve these outcomes. Students were surveyed using items developed from a taxonomy of team processes found in the management literature, and measures of goal attainment, satisfaction and learning.

Results show that students derived different outcomes when practicing specific team process activities. Students who engaged in transition and action processes perceived that their goals were accomplished through teamwork. Those who engaged in transition and interpersonal tasks developed a more positive attitude toward teamwork and felt that they learned significantly from their teamwork experience.

This study is meant to help educators fine‐tune their understanding of the linkages between teamwork skills and team performance outcomes in student team projects so that they can structure the teamwork experience more effectively. The reader, however, is reminded that the findings were obtained in the context of student team projects.

Unlike most of the past research on team processes and outcomes, this study examined which team processes are linked to each of several team performance dimensions.

This paper discusses the essential factors in teamwork development, which has been identified through action research conducted in co‐operation with UK based industries. The authors advocate how to draw on these factors for assessment of teamwork performance of organizations. Hence, the TEaM (teamwork excellence modified) model, a self‐assessment tool based on the EFQM framework is presented and discussed. This model incorporates both tangible and intangible elements of teamwork performance and provides the framework for assessment of different teams inside and/or outside of the organization.

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.

Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.

The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.

The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.

There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

This paper systematically reviewed research work on drivers of teamwork, which will reinforce construction work teams to enhance workers’ safety performance. This study adds to the existing but limited understanding of teamwork drivers on construction workers’ safety performance. This paper presents scholars and industry-based professionals with critical initiatives that have to be implemented in organisations to get positive results in safety while working in teams with an emphasis on systems drivers of teamwork on safety performance at the organisational level, which will help in providing information on the functioning of the teams and contribute towards improved safety performance of team workers.

This study aims to systematically examine the existing body of knowledge on drivers of teamwork by analysing 53 publications from the years 1997–2021. The Scopus search engine was used to conduct a systematic review and germane publications were collated.

According to the findings of the review, since 1997, there has been a burgeoning concern in the research of drivers of teamwork and its impact on workers’ safety performance. After performing a systematic review, 37 drivers of teamwork were identified. The top five drivers are effective communications, team workers’ relations, leadership, shared knowledge and information, and team training. Moreover, it was noted that the United States and Australia have been the international regions of focus for most of the research in the area of drivers of teamwork from the years 1997–2021. The 37 drivers of teamwork are distributed into six major socio-technical components: people drivers; culture drivers; metrics drivers; organisational and management practices and procedures drivers; infrastructure drivers and technology drivers.

The results reported present research scholars and professional practitioners with an overview of the drivers of teamwork that could be implemented in the construction industry to streamline potential implementations and improve safety performance of construction workers.

A list of teamwork drivers has been developed to ratify potential empirical research in the area of construction safety. The results would contribute to the existing but restricted understanding of drivers of teamwork in the construction industry.

Data was obtained from students from 39 universities in 24 countries, part of a large experiential exercise, X-Culture, who worked remotely in cross-cultural teams to solve business problems. The purpose of this study is to develop and test, using structural equation modeling, a conceptual model that identifies the determinants of satisfaction with teamwork.

Data was obtained from participants, students from universities from 39 universities in 24 countries, in a large experiential exercise, X-Culture, who worked remotely in cross-cultural teams to solve business problems. A conceptual model that identifies determinants of satisfaction with teamwork was developed and tested using structural equation modeling.

Satisfaction with teamwork is related to cultural intelligence (CQ), team identity and team climate. Interestingly, CQ of individual team members does not directly impact satisfaction with teamwork. Team identification and team climate, variables that require personal engagement and goodwill, mediate the effects of CQ on satisfaction.

Results suggest that team identification and team climate are important antecedents and explanatory mechanisms for developing satisfaction with teamwork. Having culturally intelligent team members is a necessary, but insufficient condition for satisfying teamwork. Therefore, to increase satisfaction with global virtual teamwork, teams need more than simply culturally intelligent team members. Increased satisfaction requires that team members identify with their team and develop a favorable team climate. The authors suggest education recommendations for global virtual teams.