The paper's real value is pinpointing specific quality improvement areas based not just on patient ratings but also physician and staff satisfaction, which often underlie patients' clinical experiences.
Currently, most studies of incivility involve surveys and controlled laboratory experiments that focus on examining the associations between incivility and other variables. This method of investigation is important, but insufficient for developing a comprehensive understanding of such a complex and multifaceted construct. The present study explores employees' perceptions of rude workplace behavior from the perspective of real employees in managerial roles. It investigates the extent to which incivility is a prevalent issue faced by employees at work, examines the perceived impact of incivility on relational and productivity-related outcomes, and, finally, considers the potential differences between face-toface rudeness and electronic rudeness. A qualitative interview approach is used to explore and analyze employees' perceptions and investigate what employees think, feel, and say about their experiences with incivility at work.
Our study describes a naturally occurring experiment exploring linkages between interdisciplinary team outcomes and personality dimensions, general mental ability, and communication type and frequency. This research took place within the context of an NSF-sponsored bioscience entrepreneurship program that engaged science, health science, law and business students working in cross-disciplinary project teams in the technology commercialization process. Our results are consistent with research findings from the management literature. Deep-level diversity seems to increase conflict in teams and is quite difficult to overcome even over time; thus, finding ways to structure teams to minimize this type of diversity from the outset is desirable.
Anne S. York is associate professor of strategy and entrepreneurship and director of entrepreneurship programmes at Creighton University. She is PI on an NSF grant to train students from law, the natural sciences, medicine and business in the bioscience technology commercialisation process. ABSTRACT Collaboration across disciplines in the sciences is on the rise. Yet, practitioner papers abound that describe a range of dysfunctional team experiences, especially in contexts where science and business intersect. A critical issue currently preventing successful bioscience commercialisation is management ' s lack of ' soft skills, ' such as the ability to direct complex and functionally diverse teams to achieve productive outcomes. Our paper fi rst reviews the diversity and teaming literature from several disciplinary perspectives in order to better understand how different types of diversity affect team outcomes and processes, as well as how to create higher functioning teams to engage in bioscience technology commercialisation. Research suggests that the ' surface-level ' diversity issues associated with demographic and disciplinary differences may diminish over time, as team members move beyond initial stereotypes and gain more knowledge about their fellow group members. However, problems
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