Interactions in engaged work teams: a qualitative study

2017 ◽  
Vol 23 (5/6) ◽  
pp. 206-226 ◽  
Author(s):  
Patrícia Lopes Costa ◽  
Ana Margarida Passos ◽  
Arnold B. Bakker ◽  
Rafael Romana ◽  
Cláudia Ferrão
Keyword(s):  
A Priori ◽  
Emotional Valence ◽  
Physical Distance ◽  
Video Data ◽  
Team Work ◽  
Positive Interactions ◽  
Interpersonal Processes ◽  
Abrupt Decrease ◽  
Content Type ◽  
Team Members

Purpose The aim of this study is to describe work-engaged teams in terms of interpersonal interaction. Design/methodology/approach Six teams (N = 31 individuals) were videotaped during a decision-making task, for one hour. Based on a priori defined categories, the authors coded the videos in terms of the degree of interaction between team members, the physical distance between members, the degree of team’s activation and the valence of their interaction. The videos were also coded in terms of motivational and affective processes. Team work engagement was assessed using questionnaires. Findings Highly engaged team members work physically close and have an increment on their interactions up until the task’s temporal midpoint. They have an initial peak of activation and show more positive emotional valence in the first and the last moments of the task. The most interpersonal processes used are affective. The worst performing team had the highest initial interaction levels followed by an abrupt decrease both in their levels of interaction and in their levels of activation. Simultaneously, they present higher peaks of positive emotional valence. Practical implications Although engaged teams are essentially characterized by the presence of positive interactions, it is fundamental to alternate more “exited” and fun moments with more task focused ones and collective interaction moments with individual work. Originality/value This study answers to Kozlowski and Chao’s (2012) call for studying emergence in a more direct way, using qualitative analysis of video data.

Multilevel influences of team viability perceptions

2015 ◽  
Vol 21 (1/2) ◽  
pp. 19-36 ◽  
Author(s):  
Patrícia Lopes Costa ◽  
Ana Margarida Passos ◽  
M. Clara Barata
Keyword(s):  
Multilevel Analysis ◽  
Positive Emotions ◽  
Work Groups ◽  
Team Work ◽  
Positive Interactions ◽  
Content Type ◽  
Team Members ◽  
Team Viability ◽  
Affective Experiences ◽  
Collective States

Purpose – The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability. Design/methodology/approach – A total of 254 teams (N = 1,154 individuals) participated in this study, and a multilevel analysis was conducted of the effects of individual and team-level factors. Findings – The multilevel analysis results suggest a partial compensatory effect. High levels of individual positive emotions and high TWE are associated with a positive effect on the perceptions of team viability. Simultaneously, being part of a highly engaged team has a protective effect on perceptions of team viability, when individuals experience low levels of positive emotions. Research limitations/implications – As the study was conducted with teams involved in a management simulation, generalizing the results to “real world” teams must be done with caution. Practical implications – Nonetheless, these findings have important implications for managers of work groups. They highlight the need to consider collective states of work groups as relevant for their effectiveness, and suggest that promoting positive interactions between team members may result in gains in team viability perceptions, mostly when individual emotions are less positive. Originality/value – We consider both individual and collective affective experiences at work, and focus on a less studied outcome, team viability. Additionally, we empirically demonstrate the relevance of collective states of teams for team members’ individual perceptions, as a top-down influence mechanism.

Routes to team goal attainment in retail

2015 ◽  
Vol 43 (1) ◽  
pp. 26-42 ◽  
Author(s):  
Minna Janhonen ◽  
Sara Lindström
Keyword(s):  
Social Identity ◽  
Goal Attainment ◽  
Department Store ◽  
Team Work ◽  
Shop Floor ◽  
Detailed Knowledge ◽  
Social Mechanisms ◽  
Content Type ◽  
Organizational Goals ◽  
Team Members

Purpose – The purpose of this paper is to examine the routes of team goal attainment through individual and social mechanisms. Design/methodology/approach – The study is based on a qualitative thematic analysis of interviews, annual reports and observations of team meetings conducted within a Finnish department store. Findings – The key findings of our analysis are three fold. First, we identified four routes to team goal attainment: team leadership, one’s own work, customer service and team work. We propose that for team members, these routes to goal attainment are more important than the organizational goals of sales and reputation themselves, since sales and reputation may be too far removed from the team’s everyday work. Second, both individual and social mechanisms are needed for team goal accomplishment. This finding highlights the importance of the social identity perspective in binding individual and collective motivations together. Third, teamwork in our case department store is somewhat affected by non-participative conventions, but many employee-involving practices can also be identified. These employee-involving HRM practices offer the employees a voice, and give the teams and team supervisors sufficient power in work organization. Research limitations/implications – The limitations of this study are mostly due to the qualitative case study design which hinders the generalization of the results. The wide perspective of the study can also be seen as a limitation. Practical implications – The results suggest that HR professionals and line managers should be more aware of and support the processes through which teams and team members attain organizational goals. This requires detailed knowledge of the processes – routes to team goal attainment – at the shop floor level. Originality/value – This study highlights the interconnectedness of individual and team level attributes in retail team work, and proposes the perspective of social identity theory as a lens for analysis.

How staff experience teamwork challenges in a new organizational structure

2016 ◽  
Vol 22 (7/8) ◽  
pp. 415-427 ◽  
Author(s):  
Mette Sandoff ◽  
Kerstin Nilsson
Keyword(s):  
Organizational Structure ◽  
Design Methodology ◽  
Team Member ◽  
Qualitative Approach ◽  
Team Work ◽  
Leadership Qualities ◽  
Content Type ◽  
Team Members ◽  
Individual Interviews ◽  
Working Together

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.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

scholarly journals H3ABioNet genomic medicine and microbiome data portals hackathon proceedings

Database ◽  
2021 ◽  
Vol 2021 ◽  
Author(s):  
Faisal M Fadlelmola ◽  
Kais Ghedira ◽  
Yosr Hamdi ◽  
Mariem Hanachi ◽  
Fouzia Radouani ◽  
...  
Keyword(s):  
Ethnic Groups ◽  
Genomic Medicine ◽  
Lessons Learned ◽  
Team Work ◽  
Significant Progress ◽  
Team Members ◽  
Pan African ◽  
Scientific Expertise ◽  
Microbiome Data ◽  
Made In

Abstract African genomic medicine and microbiome datasets are usually not well characterized in terms of their origin, making it difficult to find and extract data for specific African ethnic groups or even countries. The Pan-African H3Africa Bioinformatics Network (H3ABioNet) recognized the need for developing data portals for African genomic medicine and African microbiomes to address this and ran a hackathon to initiate their development. The two portals were designed and significant progress was made in their development during the hackathon. All the participants worked in a very synergistic and collaborative atmosphere in order to achieve the hackathon's goals. The participants were divided into content and technical teams and worked over a period of 6 days. In response to one of the survey questions of what the participants liked the most during the hackathon, 55% of the hackathon participants highlighted the familial and friendly atmosphere, the team work and the diversity of team members and their expertise. This paper describes the preparations for the portals hackathon and the interaction between the participants and reflects upon the lessons learned about its impact on successfully developing the two data portals as well as building scientific expertise of younger African researchers. Database URL: The code for developing the two portals was made publicly available in GitHub repositories: [https://github.com/codemeleon/Database; https://github.com/codemeleon/AfricanMicrobiomePortal].

Examination of customer-centric measures among different types of customers in the context of major Canadian ski resort

2018 ◽  
Vol 30 (2) ◽  
pp. 438-459
Author(s):  
Matti J. Haverila ◽  
Kai Christian Haverila
Keyword(s):  
Customer Satisfaction ◽  
Structural Equation ◽  
A Priori ◽  
Equation Modeling ◽  
Marketing Practice ◽  
Content Type ◽  
Ski Resort ◽  
Different Types ◽  
Managerial Implications ◽  
Satisfaction Model

Purpose Customer-centric measures such as customer satisfaction and repurchase intent are important indicators of performance. The purpose of this paper is to examine what is the strength and significance of the path coefficients in a customer satisfaction model consisting of various customer-centric measures for different types of ski resort customer (i.e. day, weekend and ski holiday visitors as well as season pass holders) in a ski resort in Canada. Design/methodology/approach The results were analyzed using the partial least squares structural equation modeling approach for the four different types ski resort visitors. Findings There appeared to differences in the strength and significance in the customer satisfaction model relationships for the four types of ski resort visitors indicating that the a priori managerial classification of the ski resort visitors is warranted. Originality/value The research pinpoints differences in the strength and significance in the relationships between customer-centric measures for four different types ski resort visitors, i.e. day, weekend and ski holiday visitors as well as season pass holders, which have significant managerial implications for the marketing practice of the ski resort.

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

2015 ◽  
Vol 21 (3/4) ◽  
pp. 159-180 ◽  
Author(s):  
Johan M. Berlin
Keyword(s):  
Leadership Style ◽  
University Hospital ◽  
Multidisciplinary Teams ◽  
Leadership And Management ◽  
Content Type ◽  
Team Members ◽  
Healthcare Teams ◽  
Medical Teams ◽  
Difficult Situations

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 (n = 19) and observations (n = 30) 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 difficult situations and internal tensions, facilitating leadership and management of multidisciplinary teams. Originality/value – Doctors in multidisciplinary psychiatric teams use reversible leadership logic.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

Assessing emphasis gaps among MBA alumni: a model framework

2016 ◽  
Vol 9 (1) ◽  
pp. 31-51
Author(s):  
Stuart Van Auken ◽  
Earl Chrysler ◽  
Ludmilla Gricenko Wells
Keyword(s):  
Methodological Approach ◽  
A Priori ◽  
Dimensional Structure ◽  
Assessment Procedure ◽  
Model Framework ◽  
Mba Programs ◽  
Content Type ◽  
Program Delivery ◽  
Mba Program ◽  
One Year

Purpose This paper aims to focus on Master of Business Administration (MBA) alumni and their ability to provide institution-specific insights into MBA program delivery. Given desired MBA positioning dimensions, a case exemplar is used to reveal gaps between “should have” program emphases and “actual” emphases. Departures from expectations are used to reveal either under- or over-emphases which require repair. Design/methodology/approach The study develops a gap assessment procedure and the theory of gaps, and it presents insights into the prioritization of gaps for closing through the revelation of gap themes of varying magnitude. It also reveals the benefits and the limitations of emphasis-based gap assessments. Additionally, the study addresses the complexity of creating the dimensional structure for MBA program gap revelation. Findings This paper reports on the issues of framing dimensions, including the possibility of dimensional omissions, with a particular emphasis on the utilization of an emphasis-based gap model within an a priori identified structure. Practical implications The methodological approach provides a blueprint for additional program review, and it produces a strong structural base for MBA program positioning. It is also is particularly important in evaluating newly created one-year MBA programs. Originality/value The work reveals the potential for the revelation of both under- and over-emphases in MBA program delivery and the possible issue of sub-optimization in gap closing (i.e. the closing of one gap while opening another).

COLLABORATECOM SPECIAL ISSUE ANALYZING DISTRIBUTED WHITEBOARD INTERACTIONS

2012 ◽  
Vol 21 (03) ◽  
pp. 199-220
Author(s):  
LUTZ GERICKE ◽  
RAJA GUMIENNY ◽  
CHRISTOPH MEINEL
Keyword(s):  
Internal Structure ◽  
Team Work ◽  
Special Issue ◽  
Distributed Work ◽  
Team Members ◽  
Work Settings ◽  
Simplified Analysis ◽  
Digital Whiteboard

We present the digital whiteboard system Tele-Board, which automatically captures all interactions made on the all-digital whiteboard and thus offers possibilities for a fast interpretation of usage characteristics. Analyzing team work at whiteboards is a time-consuming and error-prone process if manual interpretation techniques are applied. In a case study, we demonstrate how to conduct and analyze whiteboard experiments with the help of our system. The study investigates the role of video compared to an audio-only connection for distributed work settings. With the simplified analysis of communication data, we can prove that the video teams were more active than the audio teams and the distribution of whiteboard interaction between team members was more balanced. This way, an automatic analysis can not only support manual observations and codings, but also give insights that cannot be achieved with other systems. Beyond the overall view on one sessions focusing on key figures, it is also possible to find out more about the internal structure of a session.

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