It is possible to improve the experience of patients admitted for inpatient cancer care with a "healing environment" intervention. Further studies are needed that incorporate randomized design and the ability to examine specific components of the intervention independently as well as the impact of the intervention as a whole.
In this article, we examine the construct of perceived task interdependence and propose that there is variation in how members perceive interdependence with one another, even within the same team. In particular, we introduce centrality asymmetry—the extent to which members differ in their perceptions of how central they are in the team’s task interdependence network relative to how central other members see them. Using field data (interviews, team surveys, and executive ratings) from 2,222 members across 319 teams in a large corporation, we test hypotheses regarding the relationship between centrality asymmetry and team success. We find that teams with more centrality asymmetry are less successful, above and beyond the level of perceived task interdependence centrality and variation in perceived task interdependence centrality on the team. We discuss the implications of our findings for future theory and research on task interdependence in teams.
A person’s social position shapes whether and how they can influence organizational change. While prior research establishes people whose social position combines outsider-ness and insider-ness as important change agents, we know little about how they influence change. We analyse a peer coaching initiative in Canadian hospitals to explain how outsider-insiders — in this case, organizational outsiders with professional proximity—advance change. Peer coaches were able to influence change by establishing and enacting a dual outsider-insider role and associated role expectations. We advance theory by showing that role expectations emphasizing duality that are rooted in social position, but created through social interaction, are a key mechanism by which the potential of outsider-insider social positions can be activated and mobilized to influence change. We advance theory on social position generally by highlighting the potential for integrating a symbolic interactionist perspective—focused on role expectations—into Bourdieu’s theory of fields.
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