The influence of team climate for innovation on team performance: A comprehensive meta-analysis

2012 ◽  
Vol 2012 (1) ◽  
pp. 12697
Author(s):  
Andranik Tumasjan ◽  
Maria Strobel ◽  
Christian Portele ◽  
Isabell Melanie Welpe
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Climate ◽  
Team Climate For Innovation

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

Are operating room distractions, interruptions, and disruptions associated with performance and patient safety? A systematic review and meta-analysis

2021 ◽  
Author(s):  
Ryan D McMullan ◽  
Rachel Urwin ◽  
Peter Gates ◽  
Neroli Sunderland ◽  
Johanna I Westbrook
Keyword(s):  
Patient Safety ◽  
Operating Room ◽  
Random Effects ◽  
Team Performance ◽  
Operative Time ◽  
Meta Analysis ◽  
Individual Performance ◽  
Negative Effects ◽  
Total Operative Time ◽  
Operative Duration

Abstract Background The operating room (OR) is a complex environment in which distractions, interruptions, and disruptions (DIDs) are frequent. Our aim was to synthesise research on the relationships between DIDs and (a) operative duration, (b) team performance, (c) individual performance, and (d) patient safety outcomes; in order to better understand how interventions can be designed to mitigate the negative effects of DIDs. Methods Electronic databases (MEDLINE, Embase, CINAHL, PsycINFO) and reference lists were systematically searched. Included studies were required to report quantitative outcomes of the association between DIDs and team performance, individual performance, and patient safety. Two reviewers independently screened articles for inclusion, assessed study quality, and extracted data. A random effects meta-analysis was performed on a subset of studies reporting total operative time and DIDs. Results Twenty-seven studies were identified. The majority were prospective observational studies (n=15), of moderate quality (n=15). DIDs were often defined, measured, and interpreted differently in studies. DIDs were significantly associated with: extended operative duration (n=8), impaired team performance (n=6), self-reported errors by colleagues (n=1), surgical errors (n=1), increased risk and incidence of surgical site infection (n=4), and fewer patient safety checks (n=1). A random effects meta-analysis showed that the proportion of total operative time due to DIDs was 22.0% (95% CI 15.7-29.9). Conclusion DIDs in surgery are associated with a range of negative outcomes. However, significant knowledge gaps exist about the mechanisms that underlie these relationships, as well as the potential clinical and non-clinical benefits that DIDs may deliver. Available evidence indicates that interventions to reduce the negative effects of DIDs are warranted, but current evidence is not sufficient to make recommendations about potentially useful interventions.

Team tenure and team performance: A meta‐analysis and process model

2019 ◽  
Vol 73 (1) ◽  
pp. 151-198 ◽  
Author(s):  
Erik Gonzalez‐Mulé ◽  
Bethany S. Cockburn ◽  
Brian W. McCormick ◽  
Peng Zhao
Keyword(s):  
Team Performance ◽  
Process Model ◽  
Meta Analysis

Does Team Training Improve Team Performance? A Meta-Analysis

2008 ◽  
Vol 50 (6) ◽  
pp. 903-933 ◽  
Author(s):  
Eduardo Salas ◽  
Deborah DiazGranados ◽  
Cameron Klein ◽  
C. Shawn Burke ◽  
Kevin C. Stagl ◽  
...  
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Training

Team Climate Inventory with a Merged Organization

2002 ◽  
Vol 91 (2) ◽  
pp. 651-656
Author(s):  
Ingrid Dackert ◽  
Sten-Olof Brenner ◽  
Curt R. Johansson
Keyword(s):  
Social Insurance ◽  
Work Teams ◽  
Original Version ◽  
Short Version ◽  
Team Climate ◽  
Head Office ◽  
Support For Innovation ◽  
Team Climate For Innovation ◽  
Participative Safety ◽  
Team Climate Inventory

The present study examines the team climate for innovation in work teams within a newly merged organization. Four teams working at a regional head office of a Social Insurance organization answered the Team Climate Inventory. The results were compared to those of a study by Agrell and Gustafson of more stable teams. The comparison showed that participative safety and support for innovation were rated lower and that vision was rated higher in the newly merged teams. The 38-item original inventory was used and based on the results, a 1999 proposed shortened version of 14 items by Kivimäki and Elovainio was compared with the original one. Analysis indicated that the short version can be a valid alternative to the original version but that further testing of the short version is needed.

scholarly journals We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance

2020 ◽  
pp. 001872672090864
Author(s):  
Jack Ting-Ju Chiang ◽  
Xiao-Ping Chen ◽  
Haiyang Liu ◽  
Satoshi Akutsu ◽  
Zheng Wang
Keyword(s):  
Leadership Style ◽  
Team Performance ◽  
Emotional Exhaustion ◽  
Survey Study ◽  
Team Climate ◽  
Emotional Climate ◽  
Emotion Suppression ◽  
Mediation Effects ◽  
Authoritarian Leadership ◽  
Emotions In The Workplace

How do authoritarian leaders in modern organizations influence work team emotional climate and performance? Defining authoritarian leadership as an ambient, demanding, and controlling leadership style, we conducted a survey study of 252 leaders and 765 subordinates matched in 227 work teams in three large public Japanese organizations. The results indicate that authoritarian leaders are more likely to create a team climate of emotion suppression, which induces a higher level of team emotional exhaustion that negatively impacts team performance. Furthermore, we found that authoritarian leaders’ own emotion suppression enhances the above sequential mediation effects, i.e. the more emotion suppression the authoritarian leader him/herself exercises, the stronger the team climate of emotion suppression, the higher the level of team emotional exhaustion, and the lower the team performance. These findings suggest that leadership effectiveness may be improved if leaders can reduce their authoritarian behaviors and identify appropriate channels for employees to release emotions in the workplace.

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