Pub Date : 2017-04-07DOI: 10.1108/TPM-10-2015-0044
Emanuele Bardone, D. Secchi
Purpose This study aims at redefining bounded rationality on the basis of a more socialized view of the individual. In doing so, it introduces “inquisitiveness” as a key disposition that some team members use to assemble and integrate knowledge when solving problems. Design/methodology/approach Using an agent-based computational simulation, this research models different simulated employees working together in “ad hoc” teams to solve problems. Findings Results show that inquisitiveness may work as an efficiency “driver” that, when present, economizes on the knowledge needed by team members to solve problems. In addition to that, results also show that environments with many problems are more suitable for inquisitive individuals to be effective. Originality/value Following the late Herbert Simon, the paper takes the stance that rationality should be redefined as a socially oriented process and introduces inquisitiveness as one – although probably not the only one – of the characteristics that help individuals and teams to make rational decisions.
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Pub Date : 2017-04-07DOI: 10.1108/TPM-10-2015-0051
Sreekanth V.K., Ram Babu Roy
Purpose The purpose of this paper is to apply agent-based modeling and simulation concepts in evaluating different approaches to solve ambulance-dispatching decision problems under bounded rationality. The paper investigates the effect of over-responding, i.e. dispatching ambulances even for doubtful high-risk patients, on the performance of equity constrained emergency medical services. Design/methodology/approach Agent-based modeling and simulation was used to evaluate two different dispatching policies: first, a policy based on maximum reward, and second, a policy based on the Markov decision process formulation. Four equity constraints were used: two from the patients’ side and two from the providers’ side. Findings The Markov decision process formulation, solved using value iteration method, performed better than the maximum reward method in terms of number of patients served. As the equity constraints conflict with each other, at most three equity constraints could be enforced at a time. The study revealed that it is safe to over-respond if there is uncertainty in the risk level of the patients. Research limitations/implications Further research is required to understand the implications of under-responding, where doubtful high-risk patients are denied an ambulance service. Practical implications The need for good triage system is apparent as over-responding badly affects the operational budget. The model can be used for evaluating various dispatching policy decisions. Social implications Emergency medical services have to ensure efficient and equitable provision of services, from the perception of both patients and service providers. Originality/value The paper applies agent-based modeling to equity constrained emergency medical services and highlights findings that are not reported in the existing literature.
{"title":"Equity-constrained dispatching models for emergency medical services","authors":"Sreekanth V.K., Ram Babu Roy","doi":"10.1108/TPM-10-2015-0051","DOIUrl":"https://doi.org/10.1108/TPM-10-2015-0051","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this paper is to apply agent-based modeling and simulation concepts in evaluating different approaches to solve ambulance-dispatching decision problems under bounded rationality. The paper investigates the effect of over-responding, i.e. dispatching ambulances even for doubtful high-risk patients, on the performance of equity constrained emergency medical services. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Agent-based modeling and simulation was used to evaluate two different dispatching policies: first, a policy based on maximum reward, and second, a policy based on the Markov decision process formulation. Four equity constraints were used: two from the patients’ side and two from the providers’ side. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The Markov decision process formulation, solved using value iteration method, performed better than the maximum reward method in terms of number of patients served. As the equity constraints conflict with each other, at most three equity constraints could be enforced at a time. The study revealed that it is safe to over-respond if there is uncertainty in the risk level of the patients. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000Further research is required to understand the implications of under-responding, where doubtful high-risk patients are denied an ambulance service. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000The need for good triage system is apparent as over-responding badly affects the operational budget. The model can be used for evaluating various dispatching policy decisions. \u0000 \u0000 \u0000 \u0000 \u0000Social implications \u0000 \u0000 \u0000 \u0000 \u0000Emergency medical services have to ensure efficient and equitable provision of services, from the perception of both patients and service providers. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The paper applies agent-based modeling to equity constrained emergency medical services and highlights findings that are not reported in the existing literature.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"23 1","pages":"28-45"},"PeriodicalIF":1.7,"publicationDate":"2017-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-10-2015-0051","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42490637","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-03-14DOI: 10.1108/TPM-10-2015-0046
Dinuka B. Herath, Joyce Costello, Fabian Homberg
Purpose This paper aims at simulating on how “disorganization” affects team problem solving. The prime objective is to determine how team problem solving varies between an organized and disorganized environment also considering motivational aspects. Design/methodology/approach Using agent-based modeling, the authors use a real-world data set from 226 volunteers at five different types of non-profit organizations in Southwest England to define some attributes of the agents. The authors introduce the concepts of natural, structural and functional disorganization while operationalizing natural and functional disorganization. Findings The simulations show that “disorganization” is more conducive for problem solving efficiency than “organization” given enough flexibility (range) to search and acquire resources. The findings further demonstrate that teams with resources above their hierarchical level (access to better quality resources) tend to perform better than teams that have only limited access to resources. Originality/value The nuanced categories of “(dis-)organization” allow us to compare between various structural limitations, thus generating insights for improving the way managers structure teams for better problem solving.
{"title":"Team problem solving and motivation under disorganization – an agent-based modeling approach","authors":"Dinuka B. Herath, Joyce Costello, Fabian Homberg","doi":"10.1108/TPM-10-2015-0046","DOIUrl":"https://doi.org/10.1108/TPM-10-2015-0046","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims at simulating on how “disorganization” affects team problem solving. The prime objective is to determine how team problem solving varies between an organized and disorganized environment also considering motivational aspects. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Using agent-based modeling, the authors use a real-world data set from 226 volunteers at five different types of non-profit organizations in Southwest England to define some attributes of the agents. The authors introduce the concepts of natural, structural and functional disorganization while operationalizing natural and functional disorganization. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The simulations show that “disorganization” is more conducive for problem solving efficiency than “organization” given enough flexibility (range) to search and acquire resources. The findings further demonstrate that teams with resources above their hierarchical level (access to better quality resources) tend to perform better than teams that have only limited access to resources. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The nuanced categories of “(dis-)organization” allow us to compare between various structural limitations, thus generating insights for improving the way managers structure teams for better problem solving.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"23 1","pages":"46-65"},"PeriodicalIF":1.7,"publicationDate":"2017-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-10-2015-0046","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47585116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2017-03-14DOI: 10.1108/TPM-12-2016-0052
D. Secchi
Purpose The purpose of this editorial is to introduce the Special Issue “Agent-Based Models of Bounded Rationality” and to provide an overview of its rationale and main objectives. Design/methodology/approach After outlining the overall framework to justify the choice of agent-based modeling in relation to bounded rationality, an overview of the six papers published in the Special Issue is presented. Findings The paper argues that simulation of complex adaptive social systems is a way to set the ground for updating the concept of bounded rationality and prepare for it to still play a significant role in the years to come. Originality/value After its introduction, bounded rationality remained mostly used but seldom discussed in both its assumptions and its meaning. The originality of this introduction is to unveil some of the points that keep rationality still at the core of organization and team research.
{"title":"Agent-based models of bounded rationality","authors":"D. Secchi","doi":"10.1108/TPM-12-2016-0052","DOIUrl":"https://doi.org/10.1108/TPM-12-2016-0052","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this editorial is to introduce the Special Issue “Agent-Based Models of Bounded Rationality” and to provide an overview of its rationale and main objectives. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000After outlining the overall framework to justify the choice of agent-based modeling in relation to bounded rationality, an overview of the six papers published in the Special Issue is presented. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The paper argues that simulation of complex adaptive social systems is a way to set the ground for updating the concept of bounded rationality and prepare for it to still play a significant role in the years to come. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000After its introduction, bounded rationality remained mostly used but seldom discussed in both its assumptions and its meaning. The originality of this introduction is to unveil some of the points that keep rationality still at the core of organization and team research.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"23 1","pages":"2-12"},"PeriodicalIF":1.7,"publicationDate":"2017-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2016-0052","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44322055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-18DOI: 10.1108/TPM-04-2016-0017
Veronika Leicher, R. H. Mulder
Purpose This study aims to determine whether elder care nurses engage in knowledge sharing and reflection within their teams and if these team-learning activities influence an elder care nursing team’s performance. Furthermore, the authors investigated the relation between elder care nurses' estimation of the team climate as being safe and team-learning activities. Design/methodology/approach For this research, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted. Findings Structural equation model showed significant positive relations between knowledge sharing and team performance, and between reflection and knowledge sharing. A safe team climate had a significantly positive influence on reflection. Originality/value Little is known about the performance of elder care nursing teams, how to measure team performance in this domain and how performance is influenced by learning activities. This study fills these gaps by providing an insight into the relationship between team-learning activities and team performance. Team performance was measured by the estimation of the team members and by using performance assessments from an independent institution.
目的本研究旨在探讨长者护理护士是否参与团队内的知识分享与反思，以及这些团队学习活动是否会影响长者护理团队的绩效。此外，作者还调查了老年护理护士对团队氛围的安全评价与团队学习活动之间的关系。设计/方法/方法本研究对17个不同养老院的30个老年护理团队(N = 30, N = 149)进行问卷调查。结果结构方程模型显示知识共享与团队绩效、反思与知识共享之间存在显著正相关。安全的团队氛围对反思有显著的正向影响。独创性/价值对于老年护理团队的绩效、如何衡量团队在这一领域的绩效以及学习活动对绩效的影响知之甚少。本研究通过提供对团队学习活动与团队绩效之间关系的洞察来填补这些空白。团队绩效是通过对团队成员的评估和使用来自独立机构的绩效评估来衡量的。
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Pub Date : 2016-10-18DOI: 10.1108/TPM-12-2015-0060
Gilbert Painter, Pamela Posey, Douglas Austrom, Ramkrishnan V. Tenkasi, B. Barrett, Betsy Merck
Purpose This paper aims to report on a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development. Design/methodology/approach This study investigated characteristics of effective virtual innovation teamwork, primarily using structured interviews, observation and a limited number of surveys. The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum. Findings The study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization. Research limitations/implications The key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts. Practical implications The findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. Based on the results, a four-step STS methodology for design of virtual team coordination mechanisms was developed and piloted successfully by scientific teams at a prominent North American research laboratory. Originality/value This research project has shown that modern STS methodology, updated for non-routine work in a virtual context, can provide a way to assess and mitigate “coordination costs” associated with virtual teamwork. Further, it has identified clear categories of coordination mechanisms that are most effective when teams are working at different stages in the innovation process.
{"title":"Sociotechnical systems design: coordination of virtual teamwork in innovation","authors":"Gilbert Painter, Pamela Posey, Douglas Austrom, Ramkrishnan V. Tenkasi, B. Barrett, Betsy Merck","doi":"10.1108/TPM-12-2015-0060","DOIUrl":"https://doi.org/10.1108/TPM-12-2015-0060","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to report on a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000This study investigated characteristics of effective virtual innovation teamwork, primarily using structured interviews, observation and a limited number of surveys. The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000The findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. Based on the results, a four-step STS methodology for design of virtual team coordination mechanisms was developed and piloted successfully by scientific teams at a prominent North American research laboratory. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This research project has shown that modern STS methodology, updated for non-routine work in a virtual context, can provide a way to assess and mitigate “coordination costs” associated with virtual teamwork. Further, it has identified clear categories of coordination mechanisms that are most effective when teams are working at different stages in the innovation process.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"354-369"},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2015-0060","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441532","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-18DOI: 10.1108/TPM-12-2015-0058
P. Oeij, S. Dhondt, J. Gaspersz
Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach. A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings. Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications. The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications. HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value. HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.
{"title":"Mindful infrastructure as an enabler of innovation resilience behaviour in innovation teams","authors":"P. Oeij, S. Dhondt, J. Gaspersz","doi":"10.1108/TPM-12-2015-0058","DOIUrl":"https://doi.org/10.1108/TPM-12-2015-0058","url":null,"abstract":"Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach. A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings. Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications. The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications. HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value. HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"334-353"},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2015-0058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-18DOI: 10.1108/TPM-03-2015-0013
Lander Vermeerbergen, G. Hootegem, J. Benders
Purpose Decentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success. Design/methodology/approach In total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level. Findings This study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process. Originality/value After decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.
{"title":"Putting a band-aid on a wooden leg: A sociotechnical view on the success of decentralisation attempts to increase job autonomy","authors":"Lander Vermeerbergen, G. Hootegem, J. Benders","doi":"10.1108/TPM-03-2015-0013","DOIUrl":"https://doi.org/10.1108/TPM-03-2015-0013","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Decentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000In total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000This study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000After decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"383-398"},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-03-2015-0013","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62436801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-18DOI: 10.1108/TPM-04-2015-0022
P. Curșeu, O. Fodor
Purpose Given the importance of humor in interpersonal communication in groups and the influence of the positive group atmosphere on group effectiveness, this paper aims to provide initial empirical evidence supporting the validity of a short measure for affiliative and aggressive humor. Design/methodology/approach Starting from existing individual-level measures of humor, this paper develops a short measure of affiliative and aggressive humor in groups. The reliability and validity of this scale in a combined Dutch and Romanian sample are tested. Findings The results support the reliability of the scale, its factorial structure and its predictive validity for positive group atmosphere. Moreover, this papers shows that the measure used in this study captures the affiliative and aggressive humor as group-level phenomena and it is shown that these two forms of humor are antecedents of collective emotional intelligence and group atmosphere. Research limitations/implications This study provides a starting point for further research on the role of affiliative and aggressive humor in groups. Originality/value This paper develops a bi-dimensional measure capturing affiliative and aggressive humor in groups and opens new venues for research that extend the knowledge and understanding of the use of humor in interpersonal communication in groups.
{"title":"Humor and group atmosphere: Development of a short scale for evaluating affiliative and aggressive humor in groups","authors":"P. Curșeu, O. Fodor","doi":"10.1108/TPM-04-2015-0022","DOIUrl":"https://doi.org/10.1108/TPM-04-2015-0022","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Given the importance of humor in interpersonal communication in groups and the influence of the positive group atmosphere on group effectiveness, this paper aims to provide initial empirical evidence supporting the validity of a short measure for affiliative and aggressive humor. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Starting from existing individual-level measures of humor, this paper develops a short measure of affiliative and aggressive humor in groups. The reliability and validity of this scale in a combined Dutch and Romanian sample are tested. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results support the reliability of the scale, its factorial structure and its predictive validity for positive group atmosphere. Moreover, this papers shows that the measure used in this study captures the affiliative and aggressive humor as group-level phenomena and it is shown that these two forms of humor are antecedents of collective emotional intelligence and group atmosphere. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000This study provides a starting point for further research on the role of affiliative and aggressive humor in groups. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This paper develops a bi-dimensional measure capturing affiliative and aggressive humor in groups and opens new venues for research that extend the knowledge and understanding of the use of humor in interpersonal communication in groups.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"370-382"},"PeriodicalIF":1.7,"publicationDate":"2016-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-04-2015-0022","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437205","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2016-10-10DOI: 10.1108/TPM-05-2016-0021
Mette Sandoff, K. Nilsson
Purpose This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. Design/methodology/approach An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. Findings The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. Originality/value This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.
{"title":"How staff experience teamwork challenges in a new organizational structure","authors":"Mette Sandoff, K. Nilsson","doi":"10.1108/TPM-05-2016-0021","DOIUrl":"https://doi.org/10.1108/TPM-05-2016-0021","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"415-427"},"PeriodicalIF":1.7,"publicationDate":"2016-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-05-2016-0021","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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