Teams are considered to be extremely complex dynamic entities that suffer at the hand of constant evolution of their structure to meet and adapt to the varying situational demands they come face-to-face with (Kozlowski & Ilgen, 2006). Agencies, industries, and government institutions are currently placing greater attention to the adaption of team dynamics and teamwork as they are important to key organizational outcomes. As greater attention is being placed on the maturation of team dynamics, the incorporation of efficient (...) methodological tools to understand how teams are being measured over time becomes critical. Thus, the purpose of this paper is to present a review of relevant academic articles detailing the science behind methodological tools and general approaches to study team dynamics over time. We provide an overview of the methodological tools used to understand team dynamics with accordance to specific temporal elements. Drawing from Kozloski, Gully, Nason, and Smith (1999) process model of team development, we highlight relevant emergent team constructs within each stage. As well, for each stage, we discuss the what and how to measure team dynamics. Our analyses bring to light relevant, novel and complex approaches being used by researchers to examine specific constructs within different team developmental phases (e.g., agent-based simulations, computational modeling) and the importance of transitioning from a single source methodology approach. Implications and future research are also discussed. (shrink)

The game theoretic notion of best-response reasoning is sometimes criticized when its application produces multiple solutions of games, some of which seem less compelling than others. The recent development of the theory of team reasoning addresses this by suggesting that interacting players in games may sometimes reason as members of a team – a group of individuals who act together in the attainment of some common goal. A number of properties have been suggested for team-reasoning decision-makers’ goals (...) to satisfy, but a few formal representations have been discussed. In this paper we suggest a possible representation of these goals based on the notion of mutual advantage. We propose a method for measuring extents of individual and mutual advantage to the interacting decision-makers, and define team interests as the attainment of outcomes associated with maximum mutual advantage in the games they play. (shrink)

Complex work in teams requires coordination across team members and their technology as well as the ability to change and adapt over time to achieve effective performance. To support such complex interactions, recent efforts have worked toward the design of adaptive human-autonomy teaming systems that can provide feedback in or near real time to achieve the desired individual or team results. However, while significant advancements have been made to better model and understand the dynamics of team interaction (...) and its relationship with task performance, appropriate measures of team coordination and computational methods to detect changes in coordination have not yet been widely investigated. Having the capacity to measure coordination in real time is quite promising as it provides the opportunity to provide adaptive feedback that may influence and regulate teams’ coordination patterns and, ultimately, drive effective team performance. A critical requirement to reach this potential is having the theoretical and empirical foundation from which to do so. Therefore, the first goal of the paper is to review approaches to coordination dynamics, identify current research gaps, and draw insights from other areas, such as social interaction, relationship science, and psychotherapy. The second goal is to collate extant work on feedback and advance ideas for adaptive feedback systems that have potential to influence coordination in a way that can enhance the effectiveness of team interactions. In addressing these two goals, this work lays the foundation as well as plans for the future of human-autonomy teams that augment team interactions using coordination-based measures. (shrink)

Complex work in teams requires coordination across team members and their technology as well as the ability to change and adapt over time to achieve effective performance. To support such complex interactions, recent efforts have worked toward the design of adaptive human-autonomy teaming systems that can provide feedback in or near real time to achieve the desired individual or team results. However, while significant advancements have been made to better model and understand the dynamics of team interaction (...) and its relationship with task performance, appropriate measures of team coordination and computational methods to detect changes in coordination have not yet been widely investigated. Having the capacity to measure coordination in real time is quite promising as it provides the opportunity to provide adaptive feedback that may influence and regulate teams’ coordination patterns and, ultimately, drive effective team performance. A critical requirement to reach this potential is having the theoretical and empirical foundation from which to do so. Therefore, the first goal of the paper is to review approaches to coordination dynamics, identify current research gaps, and draw insights from other areas, such as social interaction, relationship science, and psychotherapy. The second goal is to collate extant work on feedback and advance ideas for adaptive feedback systems that have potential to influence coordination in a way that can enhance the effectiveness of team interactions. In addressing these two goals, this work lays the foundation as well as plans for the future of human-autonomy teams that augment team interactions using coordination-based measures. (shrink)

Teams have been a ubiquitous structure for conducting work and business for most of human history. However, today’s organizations are markedly different than those of previous generations. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands. In this article, we (...) describe how teams have been historically defined, unpacking five important characteristics of teams, including membership, interdependence, shared goals, dynamics, and an organizationally bounded context, and relating how these characteristics have been addressed in the past and how they are changing in the present. We then articulate the implications these changes have on how we study teams moving forward by offering specific research questions. (shrink)

We use sets of assignments, a.k.a. teams, and measures on them to define probabilities of first-order formulas in given data. We then axiomatise first-order properties of such probabilities and prove a completeness theorem for our axiomatisation. We use the Hardy–Weinberg Principle of biology and the Bell’s Inequalities of quantum physics as examples.

While facing cuts, downsizing and revenue losses, media organizations experience paradoxical demands in being organized for print or linear production with daily deadlines and simultaneously striving to be ‘digital first’ and produce and publish stories online on a continuous basis throughout the day. In this paper, we describe efforts applied when introducing the metaphor flowline in a medium-sized newspaper organization in Norway with the aim of aligning their production and publishing processes to readers’ consumption of online news. Both the production (...) volume of journalistic content, reader consumption and the newsroom workers’ experience of mastering their everyday work life increased dramatically in a very short time. The involvement of a temporary autonomous team in the planning and designing of a test pilot aiming to make flowline “as practice”, was integral to the digital transformation success, allowing for participative action across newsroom boundaries. Based on the empirical findings from the local newspaper organization and drawing on theories on liminality and metaphorical work, this article presents a set of six interrelated steps incorporating a structure for autonomous teams and their role in enabling lasting change in organizations facing digital transformation. (shrink)

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team cognition. Interactive Team Cognition (ITC) theory posits that (1) team cognition is an activity, not a property or a product; (2) team cognition (...) should be measured and studied at the team level; and (3) team cognition is inextricably tied to context. There are implications of ITC for theory building, modeling, measurement, and applications that make teams more effective performers. (shrink)

The functional independence measure is a clinical scale which is used to evaluate the amount of assistance disabled persons need to conduct their daily living activities. Drawing on 65 video-recorded rehabilitation team meetings and medical records collected from a Japanese hospital, this article utilizes ethnomethodology and conversation analysis to uncover how Japanese rehabilitation team members use the FIM to track changes in the functional status of patients and decide the length of stay in ongoing interactional sequences. Analysis shows (...) that a series of the FIM scores assembled and arranged in situ provide a sequential framework for members to understand the progress of rehabilitation and predict the plateau phase. Moreover, a particular expert is asked about patients’ capacity for further improvements and his or her opinions are treated as a basis for clinical decisions. In this way, diagnostic and clinical decision-making is produced through the ongoing collaborative work of various specialists. (shrink)

BackgroundMoral distress (MD) is the psychological damage caused when people are forced to witness or carry out actions which go against their fundamental moral values. The main objective was to evaluate the prevalence and predictive factors associated with MD among health professionals during the pandemic and to determine its causes.MethodsA regional, observational and cross-sectional study in a sample of 566 professionals from the Public Health Service of Andalusia (68.7% female; 66.9% physicians) who completed the MMD-HP-SPA scale to determine the level (...) of MD (0-432 points). Five dimensions were used: i) Health care; ii) Therapeutic obstinacy-futility, iii) Interpersonal relations of the Healthcare Team, iv) External pressure; v) Covering up of medical malpractice.ResultsThe mean level of MD was 127.3 (SD=66.7; 95% CI 121.8-132.8), being higher in female (135 vs. 110.3; p<0.01), in nursing professionals (137.8 vs. 122; p<0.01) and in the community setting (136.2 vs. 118.3; p<0.001), with these variables showing statistical significance in the multiple linear regression model (p<0.001; r2=0.052). With similar results, the multiple logistic regression model showed being female was a higher risk factor (OR=2.27; 95% CI 1.5-3.4; p<0.001). 70% of the sources of MD belonged to the dimension "Health Care" and the cause "Having to attend to more patients than I can safely attend to" obtained the highest average value (Mean=9.8; SD=4.9).ConclusionsFemale, nursing professionals, and those from the community setting presented a higher risk of MD. The healthcare model needs to implement an ethical approach to public health issues to alleviate MD among its professionals. (shrink)

We employ data envelopment analysis on a series of experiments performed in Fermilab, one of the major high-energy physics laboratories in the world, in order to test their efficiency (as measured by publication and citation rates) in terms of variations of team size, number of teams per experiment, and completion time. We present the results and analyze them, focusing in particular on inherent connections between quantitative team composition and diversity, and discuss them in relation to other factors contributing (...) to scientific production in a wider sense. Our results concur with the results of other studies across the sciences showing that smaller research teams are more productive, and with the conjecture on curvilinear dependence of team size and efficiency. (shrink)

This book brings together a team of leading theorists to address the question 'What is the right measure of justice?' Some contributors, following Amartya Sen and Martha Nussbaum, argue that we should focus on capabilities, or what people are able to do and to be. Others, following John Rawls, argue for focussing on social primary goods, the goods which society produces and which people can use. Still others see both views as incomplete and complementary to one another. Their essays (...) evaluate the two approaches in the light of particular issues of social justice - education, health policy, disability, children, gender justice - and the volume concludes with an essay by Amartya Sen, who originated the capabilities approach. (shrink)

Reconstructive allografts using Vascularized Composite Allotransplantation are providing individuals living with upper limb loss and facial disfigurement with new opportunities for a sensate, esthetically acceptable, and functional alternative to current treatment strategies. Important research attention is being paid to how best to assess and screen candidates for VCA, measure optimal patient outcomes, and support patient adherence to lifelong behaviors and medical regimens. Far less attention, however, has been dedicated to the team science required for these complex VCA teams to (...) form, prepare, and provide the highest quality clinical and psychosocial care to those receiving VCA. VCA teams are unique in that they require specialized team members whose scope of practice may not otherwise overlap. The team also needs to constantly negotiate balancing patient safety with multiple risks throughout the transplant process. This study aimed to elucidate the team science needed for this highly innovative and complex area of medicine. Using in-depth qualitative interviews with 14 VCA team members and observations at team meetings, we found that careful consideration of team composition, team structure, and organizational commitment influences team performance and patient outcomes, but that to be efficient and truly effective, teams need to commit to developing processes that foster collaboration. These processes are action-oriented, strategic and interpersonal. Dedication and commitment to team science allows teams to manage conflict under stress and exercise ways to leverage strengths to provide optimal performance or patient psychosocial and clinical outcomes. This study can provide insight into quality improvement efforts for VCA teams and guidance for other transplant programs that wish to consider expansion into VCA. (shrink)

In the current era, building more innovative teams is key to organizational success, yet there is little consensus on how best to achieve this. Common wisdom suggests that positive reinforcement through shared positive rewards builds social support within teams, and in turn facilitates innovation. Research on basic group processes, cultural rituals, and the evolution of pro-group behavior has, however, revealed that sharing adverse experiences is an alternative path to promoting group bonding. Here, we examined whether sharing an adverse experience not (...) only builds social support within teams, but also in turn enhances creativity within novel teams. Drawing on behavioral observation of an experimental group interaction we find evidence that sharing an adverse (vs. non-adverse) experience leads to increased supportive interactions between team members and this in turn boosts creativity within a novel team. These effects were robust across different indicators of creativity: objective measures of creativity, third party ratings of the creativity of group products, and participants’ own perceptions of group creativity. Our findings offer a new perspective from which to understand how best to boost innovation and creative output within teams. (shrink)

Team science models are frequently promoted as the best way to study complex societal and environmental problems. Despite increasing popularity, there is relatively little research on the processes and mechanisms that facilitate the emergence of integration of interdisciplinary teams. This article evaluates a suite of recent team-building and grant-writing activities designed to address water management in the Western U.S. We use qualitative methods to document the emergence of integrative capacity at the individual, group, and institutional levels, with particular (...) attention to the role of graduate students and non-academic practitioners in a team science planning project. Our findings highlight the importance of social integration as a basis for conceptual integration and an ability to relate these concepts to real-world problems. The findings also demonstrate the value of qualitative evaluation measures of team readiness, capacity, and intellectual outputs to complement conventional evaluation indicators that rely on quantitative scientific outputs, particularly for team science projects still in the planning stages. (shrink)

This article presents a new framework for unobtrusive observation analytics of knowledge and skills-in-action through continuous collection of data from individuals while they interact with digital assets either as individuals or on problem-solving teams. The framework includes measures of the skill and knowledge areas of collaboration, creativity, personal learning, problem solving, and global sustainability, which are observed during natural production and use of communications, intentional artifacts, and resources in a digital learning space designed for self-directed and team-based learning challenges. (...) The article describes the digital context for data collection and shows some example data and analyses. (shrink)

Team members co-regulate their activities and move together at the collective level of behavior while coordinating their actions toward shared goals. In parallel with team processes, team members need to resolve uncertainties arising from the changing task and environment. In this exploratory study we have measured the differential neurodynamics of seven two-person healthcare teams across time and brain regions during autonomous and collaborative segments of simulation training. The questions posed were: whether these abstract and mostly integrated constructs (...) could be separated neurodynamically; and, what could be learned about taskwork and teamwork by trying to do so? The taskwork and teamwork frameworks used were Neurodynamic Information, an electroencephalography derived measure shown to be a neurodynamic proxy for the pauses and hesitations associated with individual uncertainty, and inter-brain EEG coherence which is a required component of social interactions. No interdependency was observed between NI and IBC, and second-by-second dynamic comparisons suggested mutual exclusivity. These studies show that proxies for fundamental properties of teamwork and taskwork can be separated neurodynamically during team performances of ecologically valid tasks. The persistent expression of NI and IBC were not simultaneous suggesting that it may be difficult for team members to maintain inter-brain coherence while simultaneously reducing their individual uncertainties. Lastly, these separate dynamics occur over time frames of 15–30 s providing time for real-time detection and mitigation of individual and collaborative complications during training or live patient encounters. (shrink)

This book brings together a team of leading theorists to address the question 'What is the right measure of justice?' Some contributors, following Amartya Sen and Martha Nussbaum, argue that we should focus on capabilities, or what people are able to do and to be. Others, following John Rawls, argue for focussing on social primary goods, the goods which society produces and which people can use. Still others see both views as incomplete and complementary to one another. Their essays (...) evaluate the two approaches in the light of particular issues of social justice - education, health policy, disability, children, gender justice - and the volume concludes with an essay by Amartya Sen, who originated the capabilities approach. (shrink)

Organizations have increasingly relied on team-based reward systems to boost productivity and foster collaboration. Drawing on the literature on ethics and justice as well as appraisal theories of emotion, we examine how team-based reward systems can have an insidious side effect: They increase the likelihood that employees remain silent when observing a team member engage in unethical behavior. Across four studies adopting different methods, measures, and samples, we found consistent evidence that people are less likely to report (...) (i.e., speak up or provide anonymous feedback about) a team member’s unethical behavior in team-based than in individual-based reward systems. Furthermore, our research reveals that this effect is primarily driven by a decrease in the experience of moral anger, which subsequently leads to a decreased likelihood of reporting unethical behavior when it benefits the team rather than the individual. We do not find support for perceived indirect benefit or envy as alternative explanations, suggesting that the decision to report a team member’s unethical behavior is not driven by calculative and selfish motives, but by moral motives. Finally, we establish that the effect is contingent on the observer and the perpetrator being members of the same team; it dissipates when the observer and the perpetrator are part of different teams. Our work contributes to research on reward systems and business ethics and provides practical implications for human resource practices. (shrink)

In this paper, we derive necessary and sufficient conditions on team based tasks in order for a selection criterion applied to individuals to produce optimal teams. We assume only that individuals have types and that a team’s performance depends on its size and the type composition of its members. We first derive the selection principle which states that if a selection criterion exists, it must rank types by homogeneous team performance, the performance of a team consisting (...) only of that type. We then prove that a selection criterion exists if and only if replacing the team’s lowest ranked type, as measured by homogeneous team performance, with a higher ranked type increases team performance. Finally, we show that the replace the lowest ranked property rules out most common types of team complementarities, including benefits to diverse types and types that fill structural holes. (shrink)

Teamwork has been argued to play an increasingly important role in numerous jobs, and several studies focused on the effects of team composition for work-related outcomes. Recent research has also identified individuals’ character strengths and positive team roles as conducive to work-related outcomes. However, there is a scarcity of research on the role of character strengths or positive team roles on the level of teams. In the present study, we extend theoretical assumptions of team role theories (...) to the study of character strengths and positive team roles: We examined the associations between character strengths and team roles with work-related outcomes on the individual and the team level. Further, we examined how the team composition relates to the outcomes, that is, whether balanced teams go along with desired outcomes and whether an overrepresentation of team roles or character strengths in a team goes along with undesired outcomes. We studied a sample of 42 teams who completed measures of team roles, character strengths, teamwork quality, job satisfaction, and self-rated individual and team performance. Further, supervisor ratings of individual and team performance were collected. Results corroborated the relationships of team roles and character strengths with individual outcomes such as that specific roles and character strengths go along with individual performance and work satisfaction. Further, the results suggested that teams in which more team roles are represented report higher performance and teamwork quality. Also, teams with higher average levels of the character strengths of teamwork and fairness, and teams with more members scoring high in fairness and prudence report higher teamwork quality. Further, there is no evidence that having too many members with a particular character strength has detrimental effects on teamwork quality, work satisfaction, or performance. We conclude that extending the study of character to the level of teams offers an important advancement. (shrink)

During the past decade teamwork in manufacturing, as in other sectors, has become the organisational form of choice. In contrast to earlier manifestations such as autonomous workgroups some 30 years earlier, this appears to have been largely for business and production reasons rather than being directly aimed at improving the quality of work life. Taken from part of a larger study of teamworking in several different manufacturing companies this paper draws upon a retrospective analysis of cases of self-managed team (...) implementation in UK manufacturing. Examples of good and bad practice and consequent guidance have been identified where the weight of evidence gives confidence in their general applicability. A basis for benchmarking is provided, related to preparation, implementation and maintenance of self-managed teams in manufacturing. Key gaps identified are for tools to assist in early functional analysis, leadership decisions and boundary setting, and appropriate team performance measurement and reward systems. (shrink)

We assess the perceived impact of leaders’ humility on team effectiveness, and how this relationship is mediated by balanced processing of information. Ninety-six leaders participate in the study. The findings suggest that humility in leaders is indirectly related to leaders’ perceived impact on team effectiveness. The study also corroborates literature pointing out the benefits of using other-reports to measure humility, and suggests adding humility to the authentic leadership research agenda.

I present a review of the top management teams (TMTs) of the largest public corporations in the U.S. and Scandinavia (one thousand in total) to identify corporations that have a TMT position with “corporate social responsibility” (CSR) or a “CSR synonym” like sustainability or citizenship explicitly included in the position title. Through this I present three key findings. First, I establish that a number of CSR TMT positions exist and I list all identified corporations and associated position titles. Second, I (...) show that Scandinavian corporations are significantly more likely than U.S. corporations to have such CSR TMT positions. This finding serves as evidence that the U.S. may have been surpassed by a subset of Europe, i.e., Scandinavia, in at least one relevant measure of explicit CSR, whereby this study may serve witness to a noteworthy juncture post Matten and Moon’s (Academy of Management Review, 33(2):404–424, 2008) “Implicit & Explicit CSR” article. And third, I show that corporations with a CSR TMT position are three times more likely to be included in the Dow Jones Sustainability Index (DJSI) than corporations with none. A range of further research opportunities stemming from these findings include exploring whether explicit attention to CSR by the corporation is indicative of a longer term trend that has to do with attention to responsible business and whether a move away from the expression ‘CSR’ toward the expression ‘sustainability’ is underway and what this may entail. (shrink)

Dialogue systems, from Virtual Personal Assistants such as Siri, Cortana, and Alexa to state-of-the-art systems such as BlenderBot3 and ChatGPT, are already widely available, used in a variety of applications, and are increasingly part of many people’s lives. However, the task of enabling them to use empathetic language more convincingly is still an emerging research topic. Such systems generally make use of complex neural networks to learn the patterns of typical human language use, and the interactions in which the systems (...) participate are usually mediated either via interactive text-based or speech-based interfaces. In human–human interaction, empathy has been shown to promote prosocial behaviour and improve interaction. In the context of dialogue systems, to advance the understanding of how perceptions of empathy affect interactions, it is necessary to bring greater clarity to how empathy is measured and assessed. Assessing the way dialogue systems create perceptions of empathy brings together a range of technological, psychological, and ethical considerations that merit greater scrutiny than they have received so far. However, there is currently no widely accepted evaluation method for determining the degree of empathy that any given system possesses (or, at least, appears to possess). Currently, different research teams use a variety of automated metrics, alongside different forms of subjective human assessment such as questionnaires, self-assessment measures and narrative engagement scales. This diversity of evaluation practice means that, given two DSs, it is usually impossible to determine which of them conveys the greater degree of empathy in its dialogic exchanges with human users. Acknowledging this problem, the present article provides an overview of how empathy is measured in human–human interactions and considers some of the ways it is currently measured in human–DS interactions. Finally, it introduces a novel third-person analytical framework, called the Empathy Scale for Human–Computer Communication (ESHCC), to support greater uniformity in how perceived empathy is measured during interactions with state-of-the-art DSs. (shrink)

In this paper, we analyze the relationship between the logic of gift and team performance. We explore this connection empirically, using a detailed data set from the National Basketball Association. In particular, we use the NBA Cares Community Assist Award as a way to measure gift-giving to the community. We explore the response of an entire team after one if its members has been recognized for his gift-giving behavior. Using two winners, we show that after a player has (...) received the award there is an increase in the number of assists given by each member of the team, and that there is also an increase in the number of wins. Therefore, our results show that the team’s performance would improve after a player has been recognized because of his gift-giving attitude. This finding to management implies that managers’ incentivization of a sharing and giving philosophy would not only improve their relationship bond but it would also help them increase their performance. (shrink)

Authorship is commonly used as the basis for the measurement of research productivity. It influences career progression and rewards, making it a valued commodity in a competitive scientific environment. To better understand authorship practices amongst collaborative teams, this study surveyed authors on collaborative journal articles published between 2011 and 2015. Of the 8364 respondents, 1408 responded to the final open-ended question, which solicited additional comments or remarks regarding the fair distribution of authorship in research teams. This paper presents the (...) analysis of these comments, categorized into four main themes: disagreements, questionable behavior, external influences regarding authorship, and values promoted by researchers. Results suggest that some respondents find ways to effectively manage disagreements in a collegial fashion. Conversely, others explain how distribution of authorship can become a “blood sport” or a “horror story” which can negatively affect researchers’ wellbeing, scientific productivity and integrity. Researchers fear authorship discussions and often try to avoid openly discussing the situation which can strain team interactions. Unethical conduct is more likely to result from deceit, favoritism, and questionable mentorship and may become more egregious when there is constant bullying and discrimination. Although values of collegiality, transparency and fairness were promoted by researchers, rank and need for success often overpowered ethical decision-making. This research provides new insight into contextual specificities related to fair authorship distribution that can be instrumental in developing applicable training tools to identify, prevent, and mitigate authorship disagreement. (shrink)

Strengths, Opportunities, Aspirations, and Results is a strengths-based framework for strategic thinking, planning, conversations, and leading that focuses on strengths, opportunities, aspirations, and results. The SOAR framework leverages and integrates Appreciative Inquiry to create a transformation process through generative questions and positive framing. While SOAR has been used by practitioners since 2000 as a framework for generating positive organizational change, its use in empirical research has been limited by the absence of reliable and valid measures. We report on the reliability, (...) construct validity, and measurement invariance of the SOAR Scale, a 12-item self-report survey organized into four first-order factors. Data from a sample of 285 U.S. professionals were analyzed in Mplus using confirmatory factor analysis and exploratory structural equation modeling. The Four-Factor first-order exploratory structure equation modeling had the best model fit. Measurement invariance tests found the scalar invariance of the SOAR Scale across gender and education groups. Implications are discussed for using the SOAR Scale to build resilience at the individual, the team, and the organizational levels. (shrink)

There are hardly any instruments to measure teamwork behaviors from an individual approach. This applies both in interprofessional teams or not, and in teams involved in health, social care, and other areas. The Individual Behavior Analysis scale measures efficacious behavior in work teams. It is one of the few instruments proposed in the literature to measure personal skills necessary for teamwork. Only a previous exploratory analysis of the scale was informed in another study. This article analyzes its internal structure using (...) different confirmatory factor analyses and its internal consistency, with a sample of 815 employees working for Spanish social organizations in the geriatric field, both private and public. The results of the definitive version adapted to Spanish, referred to as Individual Behavior Analysis −25, indicate a good fit of the model to the data and good reliability. Factor analysis confirmed the existence of two factors: Communication skills and Acceptance, with good internal consistency coefficients. This scale is a useful instrument for assessing, based on the reviewed literature, two of the most important individual skills an efficacious team should have. (shrink)

Physical activity, specifically exercising, has been suggested to improve body image, mental health, and well-being. With respect to body image, previous findings highlight a general benefit of exercise. This study investigates whether the relationship between exercising and body image varies with the type of exercise that individuals preferentially and regularly engage in. In addition, physical efficacy was explored as a potential psychological mediator between type of exercise and body image. Using a cross-sectional design, healthy regular exercise practitioners of yoga, ballroom (...) dance, team sports, or individual sports as well as healthy adults reporting no regular exercising were surveyed. Body image and its different facets were assessed by a set of standardized self-report questionnaires, covering perceptual, cognitive, and affective body image dimensions particularly related to negative body image. In addition, participants were questioned with regard to mental health. Participants were 270 healthy adults. Descriptive statistics, measures of variance, and multiple linear regression analysis with orthogonal contrasts were performed to investigate differences between the different exercise and non-exercise groups in the variables of interest. In line with the hypotheses and previous findings, the statistic comparisons revealed that body dissatisfaction was most pronounced in the non-exercise group compared to all exercise groups [contrast: no exercise versus exercise ]. Physical efficacy, as assessed with a standardized questionnaire, mediated the difference between type of exercise and body image including perceptual, cognitive, and affective body image dimensions. The findings shed light on so far less systematically investigated questions regarding the relationship between types of exercise, like yoga and ballroom dance, and body image. The results underscore the relevance of considering possible influencing factors in exercise research, such as the perception of one’s physical efficacy as a mediator of this relationship. (shrink)

A growing literature in economics studies ethical behavior and honesty, as it is imperative for functioning societies in a world of incomplete information and contracts. A majority of studies found more pronounced dishonesty among teams compared to individuals. Scholars identified certain nudges as effective and cost-neutral measures to curb individuals' dishonesty, yet little is known about the effectiveness of such nudges for teams. We replicate a seminal nudge treatment effect, signing on the top of a reporting form vs. no signature, (...) with individuals and confirm the original nudge treatment effect. We further ran the same experiment with teams of two that have to make a joint reporting decision. Our results show the effectiveness of the nudge for teams, which provides further confidence in the applicability of the nudge. (shrink)

With the knowledge that team work is not always associated with high(er) performance, we draw from the Multi-Level Theory of Psychological Contracts, Person-Environment Fit Theory, and Optimal Distinctiveness Theory to study shared perceptions of psychological contract (PC) breach in relation to shared perceptions of complementary and supplementary fit to explain why some teams perform better than other teams. We collected three repeated survey measures in a sample of 128 respondents across 46 teams. After having made sure that we met (...) all statistical criteria, we aggregated our focal variables to the team-level and analysed our data by means of a longitudinal three-wave autoregressive moderated-mediation model in which each relationship was one-time lag apart. We found that shared perceptions of PC breach were directly negatively related to team output and negatively related to perceived team member effectiveness through a decrease in shared perceptions of supplementary fit. However, we also demonstrated a beneficial process in that shared perceptions of PC breach were positively related to shared perceptions of complementary fit, which in turn were positively related to team output. Moreover, best team output appeared in teams that could combine high shared perceptions of complementary fit with modest to high shared perceptions of supplementary fit. Overall, our findings seem to indicate that in terms of team output there may be a bright side to perceptions of PC breach and that perceived person-team fit may play an important role in this process. (shrink)

Integrated information systems are increasingly used in schools, and the advent of the technology-rich classroom requires a new degree of ongoing classroom assessment. Able to track web searches, resources used, task completion time, and a variety of other classroom behaviors, technology-rich classrooms offer a wealth of potential information about teaching and learning. This information can be used to track student progress in languages, STEM, and in 21st Century skills, for instance. However, despite these changes, there has been little change in (...) the kind of data made available to teachers, administrators, students, and parents. Measuring and Visualizing Learning in the Information-Rich Classroom collects research on the implementation of classroom assessment techniques in technology-enhanced learning environments. Building on research conducted by a multinational and multidisciplinary team of learning technology experts, and specialists from around the globe, this book addresses these discrepancies. With contributions from major researchers in education technology, testing and assessment, and education psychology, this book contributes to a holistic approach for building the information infrastructure of the 21st Century school. (shrink)

Objective performance measures are vastly used in sport psychology despite their inherent limitations (e.g., unaccounted baseline differences). Founded on the nature of group goals in team sports, we aimed at developing the Perceived Performance in Team Sports Questionnaire (PPTSQ) to capture the team members’ perception of their team’s performance. Accordingly, three dimensions were hypothesized:effort investment, skills execution, andperceived outcome. To measure these dimensions, items were generated to address the players’ perception of their team performance as (...) a whole. Four samples of athletes were used to test the psychometric properties of the PPTSQ: professional (n= 231), collegiate (n= 222), professional—retest (n= 89), and mixed professional–collegiate (n= 139). Exploratory and confirmatory factor analyses were used to estimate construct and content validities. These procedures revealed a better data fit to a two-dimensional model that consists of effort investment and perceived outcome. The reliability analyses for the PPTSQ provide satisfactory evidence that the questionnaire is a reliable measure of perceived performance in team sport. Adequate internal consistency emerged for both dimensions (0.75 < ω < 0.89). Furthermore, a high correlation was obtained for temporal stability. Concurrent validity was addressed by correlating the PPTSQ scores with the Group Environment Questionnaire and the Team Assessment Diagnostic Instrument. Correlational analysis between the PPTSQ and an objective measure of performance was used to test its predictive validity. The correlations strongly support the concurrent and predictive validities of the PPTSQ. We conclude that our perceived performance questionnaire can address various objective measures shortcomings (e.g., considering base-rate biases) resulting in a more meaningful team performance metric. Implication of the PPTSQ for sport psychology research and applied work enhancement are discussed in detail. (shrink)

Shared leadership is lauded to be a performance-enhancing approach with applications in many management domains. It is conceptualized as a dynamic team process as it evolves over time. However, it is surprising to find that there are no studies that have examined its temporally relevant boundary conditions for the effectiveness of the team. Contributing to an advanced understanding of the mechanism of shared leadership in engineering design teams, this research aims to investigate whether shared leadership is positively related (...) to team effectiveness and when shared leadership is more likely to be effective. Using a field sample of 119 individuals in 26 engineering design teams from China and the technique of social network analysis, we found that, consistent with cognate studies, shared leadership is positively related to team effectiveness when measured in terms of team task performance and team viability. Moreover, by integrating the project life cycle as a moderator, this study is among the first to investigate the temporal factors, for the effectiveness of shared leadership. The result shows that the stage of the project life cycle moderates the positive shared leadership-team effectiveness relationship, such that this association is stronger at the early phase than at the later phase of the project. Overall, these findings offer insightful thoughts to scholars in the field of shared leadership and bring practical suggestions for project managers in business who seek to implement best practice in organizations toward high team effectiveness. (shrink)

The capability approach developed by Nobel Laureate Amartya Sen has become an important new paradigm in thinking about development. However, despite its theoretical and philosophical attractiveness, it has been less easy to measure or to translate into policy. This volume addresses these issues in the context of poverty and justice. Part I offers a set of conceptual essays that debate the strength of the often misunderstood individual focus of the capability approach. Part II investigates the techniques by which we can (...) measure and compare capabilities, and how we can integrate them into poverty comparisons and policy advice. Finally, Part III looks at how we can apply the capability approach to different regions and contexts. Written by a team of international scholars, The Capability Approach is a valuable resource for researchers and graduate students concerned with the debate over the value of the capability approach and its potential applications. (shrink)

Complexity has emerged as the new norm in the 21st century, and IS projects play a significant role in organisations to address various socio-political concerns. The purpose of this paper is to understand what are the relevant constructs for measuring IS project complexity. A model for measuring IS project complexity is developed using PLS-SEM. The model reveals that organisational complexity, technical complexity, and uncertainty underpin IS project complexity. Organisational complexity in terms of project team, stakeholder management, and strategic drive (...) should be managed by the project manager. Technical complexity was established in terms of project goals, requirements management, technology management, and norms and standards. Uncertainty in IS projects exists in terms of skills management, the triple constraint, and activity management. Suggestions were provided to guide IS project managers on how to manage each construct and alleviate the level of project complexity. This paper presents an updated and different perspective on measuring and managing IS project complexity. The findings would serve as additional building blocks to further elucidate IS project complexity understanding and assist with improving the value of these projects. Furthermore, the suggestions for IS project managers can lead discussions around how IS projects should be managed to ensure complexity is under control. (shrink)

The belief that damaging an object may harm the individual to which the object relates is common among adults. We explored whether arousal following the destruction of a photograph of a loved partner is greater than that following the destruction of a photograph of a stranger, and whether this response is greater than when a photograph representing a non-person sentimental attachment is destroyed, using a measure of skin conductance response. Long-term supporters of a football team, who were also in (...) a long-term relationship, showed increased arousal when asked to destroy a photograph of their partner, but not a photograph of their team, even though both elicited equivalent ratings of emotional attachment. This may be because football teams are conceptualized differently from individuals. Future studies should address whether destruction of symbols that represent the enduring nature of the team elicit more emotional distress than photograph. (shrink)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model of interdependence works (...) like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced. (shrink)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model of interdependence works (...) like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced. (shrink)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model of interdependence works (...) like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced. (shrink)

The college assistant team is the core power to develop college students’ ideological and political education, and it is the organizer, executor, and instructor of the college students’ daily ideological and political education and management, and its cohesive power will directly determine the construction and the function of the assistant team. As the management department of the college assistant team, colleges should adopt relative measures which will be discussed in this article to strengthen the cohesive power of (...) the assistant team, and fully exert the education and instruction function of the assistant team, and make contributions for cultivating qualified talents. (shrink)

In this paper we describe the basics of the measurement of human dignity at the individual level, as well as within social contexts such as teams and organizations. In accordance with the prevailing literature, we define human dignity as the unconditional belief in the intrinsic value of life. Based on this, we established a model that understands dignity as a latent construct by evaluating personal sense of worth as well as behaviors that either violate or honor such an intrinsic (...) value in social contexts. We developed and tested a 3-factor measure of dignity. The first factor assessed a personal sense of dignity (individual level), the second the extent to which leadership honors dignity and how work teams themselves express dignity to their members. The third factor assessed the extent to which the organizational culture honors and protects the dignity of its members. We examined the internal reliability, temporal stability, convergent, divergent, and predictive validity of our scales and presented a psychometrically sound assessment tool of intrinsic value for organizations, teams, and individuals. (shrink)