Team Performance in Knowledge Work

Slyngstad, Daniel; DeMichele, Gia; Salazar, Maritza R.

doi:10.1002/9781118909997.ch3

Cited by 4 publications

(2 citation statements)

References 144 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although effectiveness and performance are sometimes used interchangeably, we use team performance to indicate the first dimension of effectiveness. Team performance refers to the quality, efficiency, and productivity of teams ( Rosen & Dietz, 2017 ; Slyngstad et al, 2017 ). For example, a team may increase organizational profits, produce innovative products, or attain effective implementation or service outcomes (e.g., reach, fidelity, and safety; Proctor et al, 2011 ).…”

Section: Introductionmentioning

confidence: 99%

“…The latter two dimensions of effectiveness (i.e., team viability and impact on members) are often assessed at the team and individual levels. Effectiveness may be demonstrated through member satisfaction and team viability (e.g., members want to continue on the team) as well as gains in team members’ skills, knowledge, and self-efficacy ( Bisbey & Salas, 2019 ; Slyngstad et al, 2017 ). Importantly, given the dynamic nature of teams, these team outcomes serve as inputs into recurring and dynamic cycles of team interactions.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Advancing research on teams and team effectiveness in implementation science: An application of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework

McGuier

Kolko

Stadnick

et al. 2023

Implementation Research and Practice

View full text Add to dashboard Cite

Background Effective teams are essential to high-quality healthcare. However, teams, team-level constructs, and team effectiveness strategies are poorly delineated in implementation science theories, models, and frameworks (TMFs), hindering our understanding of how teams may influence implementation. The Exploration, Preparation, Implementation, Sustainment (EPIS) framework is a flexible and accommodating framework that can facilitate the application of team effectiveness approaches in implementation science. Main Text We define teams and provide an overview of key constructs in team effectiveness research. We describe ways to conceptualize different types of teams and team constructs relevant to implementation within the EPIS framework. Three case examples illustrate the application of EPIS to implementation studies involving teams. Within each study, we describe the structure of the team and how team constructs influenced implementation processes and outcomes. Conclusions Integrating teams and team constructs into the EPIS framework demonstrates how TMFs can be applied to advance our understanding of teams and implementation. Implementation strategies that target team effectiveness may improve implementation outcomes in team-based settings. Incorporation of teams into implementation TMFs is necessary to facilitate application of team effectiveness research in implementation science.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Advancing research on teams and team effectiveness in implementation science: An application of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework

McGuier

Kolko

Stadnick

et al. 2023

Implementation Research and Practice

View full text Add to dashboard Cite

show abstract

Conflict in the boardroom: perceptions of board members in the Nordic Region

Pastra

Koufopoulos

Samac

et al. 2021

International Studies of Management & Organization

View full text Add to dashboard Cite

Behavioral integration in the boardroom

Pastra

Koufopoulos

Samac³

et al. 2021

TPM

View full text Add to dashboard Cite

Purpose This study aims to understand the relationship between behavioral integration in the boardroom and board performance. Design/methodology/approach The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom. Findings The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board). Research limitations/implications Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally. Practical implications For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team. Social implications Team’s conversational environment has crucial impact on team outcomes. Originality/value This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.

show abstract

Team Performance in Knowledge Work

Cited by 4 publications

References 144 publications

Advancing research on teams and team effectiveness in implementation science: An application of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework

Advancing research on teams and team effectiveness in implementation science: An application of the Exploration, Preparation, Implementation, Sustainment (EPIS) framework

Conflict in the boardroom: perceptions of board members in the Nordic Region

Behavioral integration in the boardroom

Contact Info

Product

Resources

About