| 1. |
- Berlin, Johan, 1975-
(författare)
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Common incentives for teamwork : the unspoken contract´s significance
- 2014
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Ingår i: Team Performance Management. - 1352-7592 .- 1758-6860. ; 20:1/2, s. 65-80
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - The purpose of this article was to identify and study common incentives for teamwork.Design/methodology/approach - The study was designed as a case study. The case consists of teamwork at a univer-sity hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12–18 months. Data were collected through interviews (n = 48) and observations (n = 52) of the teamwork at treatment conferences.Findings - The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.Research limitations/implications - The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.Practical implications - The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.Originality/value - The significance of common incentives and the unspoken contract in the team is identified.
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| 2. |
- Berlin, Johan, 1975-
(författare)
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Doctors’ functional leadership inpsychiatric healthcare teams : a reversible leadership logic
- 2015
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Ingår i: Team Performance Management. - London. - 1352-7592 .- 1758-6860. ; 21:3/4, s. 159-180
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences?Design/methodology/approach: Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n19) and observations (n30) of doctors’ work in multidisciplinary psychiatric teams.Findings: Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team.Research limitations/implications: The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results.Practical implications: The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle dif cult situations and internal tensions, facilitating leadership and management of multidisciplinary teams.Originality/value: Doctors in multidisciplinary psychiatric teams use reversible leadershiplogic.
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| 3. |
- Berlin, Johan, 1975-, et al.
(författare)
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Models of teamwork: ideal or not? : A critical study of theoretical team models
- 2012
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Ingår i: Team Performance Management. - : Emerald. - 1352-7592 .- 1758-6860. ; 18:5/6, s. 328-340
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - There is a tendency in team research to employ concepts of stepwise models, reachingfrom the primitive to the excellent, to suggest that a higher level of evolution is better than the basic and simple. This tendency includes typologies of teams. This article aims to question the relevance of this view.Design/methodology/approach - Data were collected in three steps. In the first step, articles and books analyzing teams and teamwork from stepwise analytical models were collected. In the second step the collected data were classified into different themes. Each stepwise model was classified into one essential denomination. This classification resulted in eight themes. In the third step each theme was analyzed, which led to the fusion of some of the themes.Findings - The conclusion is that a synchronous, complementary or mature team is not necessarily optimal. Contrary to this, a differentiated, sequential or multi team approach can be optimal for some purposes. Team research needs to establish a more open, inductive and critical attitude than at present.Originality/value - The paper highlights the need to observe and use team theories in a balanced and critical way.
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| 4. |
- Eisele, Per
(författare)
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The predictive validity of the team diagnostic survey : Testing a model with performance and satisfaction as output variables
- 2015
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Ingår i: Team Performance Management. - 1352-7592 .- 1758-6860. ; 21:5-6, s. 293-306
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS). Design/methodology/approach – A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N, 214) across three large workplaces. Analyses were done at the group level and data from 33 teams were included in the final data material. Findings – Results from validation data indicate that the TDS has satisfactory high Cronbach’s alpha values on most factors. Results from the SEM analyses show a moderate model fit for the main model. Team-level factors predict both performance and satisfaction, while organization and coaching factors do not. Research limitations/implications – The present study was limited to a cross-sectional design, but earlier studies have shown that the accuracy of the TDS remains consistent over time. The main purpose of this study was to test the predictive validity of the instrument. Theoretical implications of the study are that a survey can be used to get a valid overall picture of the real-life work team’s effectiveness. Practical implications – Practical implications of the study are that communication between researcher and/or consultant and organizational stakeholders is made easier, as the most important factors that affect team effectiveness are identified. Originality/value – The work on the development on TDS has shown that it is possible to use a complex instrument to diagnose work groups, and this line of research is leading the way for better instruments. © Emerald Group Publishing Limited.
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| 5. |
- Hyllengren, Peder, et al.
(författare)
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Trust at first sight : Swift trust in leaders in temporary military groups
- 2011
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Ingår i: Team Performance Management. - : Emerald. - 1352-7592 .- 1758-6860. ; 17:7/8, s. 354-368
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The study seeks to illuminate factors that benefit, or do not benefit, the development of swift trust towards leaders in temporary military groups.Design/methodology/approach – The study group comprised 50 Norwegian cadets, 34 Norwegian military officers, 317 Swedish cadets, and 190 Swedish military officers. Data were gathered using a questionnaire which included two open-ended questions on aspects which contribute to swift trust (and lack thereof) towards leaders, as well as Likert-scale questions on temporary group characteristics, and a personality inventory.Findings – A qualitative clustering analysis of the open-ended responses yielded a hierarchical model of aspects which contribute to swift trust (or the lack thereof) with the following two superior categories: individual-related characteristics such as emotional stability and relationship-related characteristics such as encourage involvement and creativity. The latter superior category covaried most strongly with ratings of the groups' performance.Research limitations/implications – The results need to be substantiated by further research in other professional groups and cultures.Practical implications – The findings can help leaders of temporary groups become more conscious of how they may affect the group members' development of swift trust.Originality/value – The hierarchical and detailed model of aspects which contribute to swift trust in leaders of temporary groups is new.
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| 6. |
- Benders, J., et al.
(författare)
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Cellular manufacturing at Scania-Vabis; continuity and discontinuity in management thought
- 2022
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Ingår i: Team Performance Management. - : Emerald. - 1352-7592. ; 28:3/4, s. 176-190
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Tidskriftsartikel (refereegranskat)abstract
- Purpose This paper aims to document the development of cellular manufacturing at Scania-Vabis, thereby contributing to the history of an organizational idea. Design/methodology/approach The authors draw on published sources and interviews to reconstruct the development of cellular manufacturing at Scania-Vabis and its traces. Findings Cellular manufacturing was applied and further developed at Scania-Vabis in the 1940s and 1950s. Nevertheless, it seems to have fallen into oblivion. The key idea resurfaced in the 1970s. Practical implications The authors argue that such "proven technology" should be considered a classical insight in organization design rather than old and thus outdated. Originality/value The authors demonstrate that this form of flow-based organizing is much older than commonly assumed and point to barriers in accumulating knowledge on organizing.
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| 7. |
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| 8. |
- Sandoff, Mette, 1968, et al.
(författare)
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How staff experience teamwork challenges in a new organizational structure
- 2016
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Ingår i: Team Performance Management. - 1352-7592. ; 22:7/8, s. 415-427
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Tidskriftsartikel (refereegranskat)abstract
- 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.
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