The team cohesion-performance relationship: A meta-analysis exploring measurement approaches and the changing team landscape

Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams is also changing, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship ( k = 195, n = 12,023), examining measurement moderators, and distinguishing modern and traditional team characteristics, we uncovered various insights. First, the cohesion-performance relationship varies based on degree of proximity. More proximal measures –task cohesion, referent-shift, and behaviorally-focused– show stronger relationships compared to social cohesion, direct consensus, and attitudinally-focused, which are more distal. Differences are more pronounced when performance metrics are also distal. Second, group pride is more predictive than expected. Third, the cohesion-performance relationship and predictive capacity of different measures are changing in modern contexts, but findings pertaining to optimal measurement approaches largely generalized. Lastly, important nuances across modern characteristics warrant attention in research and practice. Plain Language Summary Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams has also changed over time, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship ( k = 195, n = 12,023), examining measurement moderators, and distinguishing between modern and traditional team characteristics, we uncovered various insights for both research and practice. First, the cohesion-performance relationship varies based on degree of proximity. Measures that are more proximal to what a team does – those assessing task cohesion, utilizing referent shift items, and capturing behavioral manifestations of cohesion – show stronger relationships with performance compared to those assessing social cohesion, utilizing direct consensus items, and capturing attitudinal manifestations of cohesion, which are more distal. These differences are more pronounced when performance metrics are also more distal. Second, despite being understudied, the group pride-performance relationship was stronger than expected. Third, modern team characteristics are changing both the overall cohesion-performance relationship and the predictive capacity of different measurement approaches, but findings pertaining to the most optimal measurement approaches largely generalized in that these approaches were less susceptible to the influence of modern characteristics. However, in some contexts, distal cohesion metrics are just as predictive as their more proximal counterparts. Lastly, there are important nuances across different characteristics of modern teams that warrant additional research attention and should be considered in practice. Overall, findings greatly advance science and practice pertaining to the team cohesion-performance relationship.

Research on the Influence of Managerial Characteristics on Accounting Conservatism in Public Coal Companies during the period of COVID-19

Objectives For a long time, scholars have been concerned about the impact of manager and team characteristics on corporate performance or corporate value, and the spread of COVID-19 forces us to consider the impact of manager characteristics on accounting conservatism. Methods This paper selects the financial data of 34 public coal companies from 2015 to 2019 as the research sample, establishes the measurement model of accounting conservatism based on Basu model to evaluate the accounting conservatism of public coal companies, and uses three regression models to study the impact of managers' age, education level and tenure on the accounting conservatism of companies. Results The results show that accounting conservatism is common in public coal companies, and the average value of C-score is greater than 0 for five consecutive years. Conclusions Furthermore, the empirical results show that the regression coefficients of age and tenure of managers are 0.0224 and 0.0035, respectively, which indicates that the age and tenure of managers have a positive impact on accounting conservatism. However, the level of education has no significant impact on the accounting conservatism of public coal companies, which depends on the particularity of production and management of public coal companies, and cannot completely deny the impact of education level on the conservatism.

Evaluating Team Characteristics for Health Engagements in Three Countries in Central America: 2012-2017

ABSTRACT Background The U.S. DoD is a multidimensional agency of the government that employs health engagement activities within partner nations for medical operations, humanitarian assistance, threat reduction, and improved health outcomes toward sustainable global health and security. The composition and size of a health engagement team is critical for effective implementation; however, an ideal team makeup to achieve optimal operational readiness, health outcomes, and security cooperation objectives has not been established. This study was conducted to retrospectively describe and analyze medical mission activities in relation to ideal team characteristics in El-Salvador, Guatemala, and Honduras between 2012 and 2017. Methods A retrospective analysis was conducted on data from unclassified versions of the Global-Theater Security Cooperation Management Information System), Overseas Humanitarian Assistance Shared Information System databases, and mission files provided by U. S. Southern Command and its component commands. Data included 565 mission activities carried out by U.S. Military health teams in the selected host nations between 2012 and 2017. The mission activities were stratified and coded into nine distinct analyzable categories with subelements including but not limited to year, country, mission type, mission duration, team size, team language capability, team joint representation, and team member skillset. The analysis identifies mission objectives in the three subcategories of operational readiness, security cooperation, and health outcomes although the analysis did not include measurement of those objectives. Global Health Engagement mission types were broken down into five categories: direct care, health project, education & training (E&T), engineering, veterinary, or a combination. Data were analyzed using Excel. Results A total of 414 health engagement activities were found in the data analyzed during 2012 and 2017 accounting for duplication among the sources. Team size was documented in 23.4% (n = 97); team skillset makeup in 17.1% (n = 71); 2.7% (n = 11) showed that at least one team member had language capability for the country visited; and 3.6% (n = 15) documented that professional interpretation was available. The types of health engagement activities were broken down as follows: 64.3% were direct care, 12.2% were health projects, 10.9% were engineering, 9.1% were E&T, and 1.3% were veterinary. Overall, only 20.8% (n = 86) of the missions had a clear mission objective from the three categories of security cooperation, operational readiness, and health outcomes objectives. Individually, each category of objective was noted with the following: 74 with security cooperation (17.9%), 82 with operational readiness (19.8%), and 71 with health outcome objectives (17.1%). Conclusion Findings from this study reveal a broad spectrum of health and medical missions conducted in El Salvador, Guatemala, and Honduras between 2012 and 2017 by DoD. Critical elements indicative of overall team capability for successful engagement such as team size, team member skillset, global health expertise, and appropriate language capability were rarely documented. Team characteristics could not be well-correlated with the Global Health Engagement type or desired mission outcomes. In the future, deliberate crafting and preparation of health engagement teams aimed at attaining desired security cooperation impact, operational readiness development, and positive health outcomes is essential for more effective Global Health Engagement.