I n this paper we explore a causal mechanism through which high-performance work systems contribute to performance outcomes. We propose that high-performance work systems can improve organizational performance by strengthening relationships among employees who perform distinct functions, a pathway that is expected to be particularly important in settings characterized by highly interdependent work. In a nine-hospital study of patient care, we identify high-performance work practices that positively predict the strength of relational coordination among doctors, nurses, physical therapists, social workers, and case managers, in turn predicting quality and efficiency outcomes for their patients. Relational coordination mediates the association between these high-performance work practices and outcomes, suggesting a relational pathway through which high-performance work systems work.

SummaryHow can organizations support employees to engage in learning from failures? In this paper, we draw on the concept of high-quality relationships to explore the relational underpinnings of learning from failures in organizations. We focus on relational coordination as a specific manifestation of high-quality relationships and examine how the relational dimensions of relational coordination-shared goals, shared knowledge, and mutual respect-foster psychological safety and thus enable organizational members to engage in learning from failures. The results of two separate studies support our mediation model where psychological safety mediates the link between high-quality relationships and learning from failures in organizations.

Relational coordination across health care providers is associated with improved quality of care, reduced postoperative pain, and decreased lengths of hospital stay for patients undergoing total joint arthroplasty. These findings support the design of formal practices to strengthen communication and relationships among key caregivers on surgical units.

The terrorist attacks of September 11, 2001, affected the U.S. airline industry more than almost any other industry. Certain airlines emerged successful and demonstrated remarkable resilience while others languished. This investigation identifies reasons why some airline companies recovered successfully after the attacks while others struggled. Evidence is provided that layoffs after the crisis, although intended to foster recovery, instead inhibited recovery throughout the 4 years after the crisis. But, layoffs after the crisis were strongly correlated with lack of financial reserves and lack of a viable business model prior to the crisis. Digging deeper, the authors find that having a viable business model itself depended on the development and preservation of relational reserves over time. Our model shows that the maintenance of adequate financial reserves enables the preservation of relational reserves and vice versa, contributing to organizational resilience in times of crisis.

No abstract

No abstract

There is a rich debate in organizational theory about the contribution of supervisors to group process and performance, and about the span of control needed to make that contribution. In this paper, I summarize the debate and develop competing hypotheses. These competing hypotheses are tested using multisite survey and archival measures, and interpreted using qualitative data from the same study. I find that small supervisory spans improve performance through their positive effects on group process. In particular, supervisors with smaller spans achieved higher levels of relational coordination among their direct reports. Qualitative data suggest that supervisors with smaller spans achieved these results through working with, and providing intensive coaching and feedback to their direct reports.

This article develops a relational perspective on the coordination of work. Existing theory suggests that relational forms of coordination should improve performance in settings that are highly interdependent, uncertain and time‐constrained. Going beyond previous work, we argue that relational coordination should also improve job satisfaction by helping employees to accomplish their work more effectively and by serving as a source of positive connection at work. Using a cross‐sectional sample of nursing aides and residents in 15 nursing homes, we investigate the impact of relational coordination on quality outcomes and job satisfaction.