The Team Climate Inventory (TCI)—four or five factors? Testing the structure of TCI in samples of low and high complexity jobs

Kivimäki, Mika; Kuk, George; Elovainio, Marko; Thomson, Louise; Kalliomäki-Levanto, Tiina; Heikkilä, Armo

doi:10.1111/j.2044-8325.1997.tb00655.x

Cited by 65 publications

(73 citation statements)

References 17 publications

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“…This finding contrasts the findings in the literature which argues that climate for innovation is a significant precondition to managing work teams involved in knowledge intensive enterprises (Kivimaki et al, 1997;Anderson and West, 1998). It is worthwhile to point out that there were considerable change events in the wider organizational context that created restlessness in the organization.…”

Section: Discussioncontrasting

confidence: 85%

Managing Team Innovation in the Research and Development (R&D) Organization: Critical Determinants of Team Effectiveness

Krishna

2015

Ther Innov Regul Sci

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Teams are the principal vehicle in developing new drug development strategy and executing the tasks required to accomplish those objectives. This project evaluated the key drivers for team innovation performance (defined as outcomes). Team outcomes included new information creation, compression of development time, expansion of image, learning, capability development, growth satisfaction, and overall effectiveness.The two key research questions related to how team innovation performance are assessed in the branded pharmaceutical industry, and what the drivers for optimal team performance outcomes were. Results revealed that while good correlations individually existed between team outcomes (dependent variable) and tested independent variables (autonomy, coaching, climate, proactive personality, empowering leadership, and transactive memory systems), the best predictors identified through multivariate regression analysis were leader and peer coaching and transactive memory systems.The implications of these findings are examined and specific recommendations proposed. The limitations and avenues for further research are elaborated.

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Section: Discussioncontrasting

confidence: 85%

Managing Team Innovation in the Research and Development (R&D) Organization: Critical Determinants of Team Effectiveness

Krishna

2015

Ther Innov Regul Sci

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“…Our main objective was not to perform a formal validity assessment of the French version, as this would have been too demanding of the study participants. Test-retest reliability was not reported in any of the validation studies in other languages (Agrell and Gustafson 1994;Kivimäki et al 1997;Mathisen et al 2004;Ragazzoni et al 2002;Strating and Nieboer 2009). However, Loo and Loewen (2002) performed test-retest evaluations on the long and short English versions of the TCI and found them to be good.…”

Section: Discussionmentioning

confidence: 93%

“…Those authors proposed a four-factor theory of group climate for innovation: (a) participative safety acknowledges that trust is essential for members' involvement; (b) support for innovation is the expectation of and support for the introduction of new ways of doing things; (c) vision refers to valued outcomes and a common higher goal as motivating factors; and (d) task orientation refers to a shared concern for excellence. The TCI has been validated in different languages, and the four-factor structure has always been confirmed (Agrell and Gustafson 1994;Kivimäki et al 1997;Mathisen et al 2004;Ouwens et al 2008;Ragazzoni et al 2002;Strating and Nieboer 2009).…”

Section: Résumémentioning

confidence: 91%

The Team Climate Inventory as a Measure of Primary Care Teams’ Processes: Validation of the French Version

Beaulieu

Dragieva

Grande

et al. 2014

hcpol

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Purpose: Evaluate the psychometric properties of the French version of the short 19-item Team Climate Inventory (TCI) and explore the contributions of individual and organizational characteristics to perceived team effectiveness. Method: The TCI was completed by 471 of the 618 (76.2%) healthcare professionals and administrative staff working in a random sample of 37 primary care practices in the province of Quebec. Results: Exploratory factor analysis confirmed the original four-factor model. Cronbach' s alphas were excellent (from 0.88 to 0.93). Latent class analysis revealed three-class response structure. Respondents in practices with professional governance had a higher probability of belonging to the "High TCI" class than did practices with community governance (36.7% vs. 19.1%). Administrative staff tended to fall into the "Suboptimal TCI" class more frequently than did physicians (36.5% vs. 19.0%). Conclusion:Results confirm the validity of our French version of the short TCI. The association between professional governance and better team climate merits further exploration. RésuméObjet : Évaluer les propriétés psychométriques de la version française courte de 19 items de l'Inventaire du climat d' équipe (ICE) et examiner l' apport des caractéristiques individuelles et organisationnelles dans la perception de l' efficacité des équipes. Méthode : Parmi un échantillon aléatoire de professionnels de la santé et de personnel administratif provenant de 37 établissements de première ligne de la province de Québec, 471 personnes sur 618 (76,2 %) ont répondu à l'ICE. Résultats : L' analyse factorielle exploratoire a permis de confirmer le modèle original portant sur quatre dimensions. Les coefficients alpha de Cronbach étaient excellents (de 0,88 à 0,93). L' analyse de structure latente révèle une structure de réponses à trois classes. Les répondants provenant d' établissements dotés d'une gouvernance professionnelle sont plus susceptibles d' appartenir à la classe « ICE élevée » que ceux provenant d' établissements dotés d'une gouvernance de type communautaire (36,7 % contre 19,1 %). Le personnel administratif est plus enclin à se retrouver dans la classe « ICE sous-optimal » que les médecins (36,5 % contre 19,0 %). Conclusion : Les résultats confirment la validité de notre version courte de l'ICE. Il serait pertinent d' étudier plus en profondeur le lien entre la gouvernance professionnelle et un meilleur climat d' équipe.

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“…Team climate was measured using Anderson and West's (1996) Team Climate Inventory (TCI) as modified by Kivimaki et al (1997), which has been widely used in studies on team climate. The inventory comprises 38 items with five subscales, namely, vision (eleven items; e.g., "Members are aware about the objectives set for this research project"), task orientation (seven items; e.g., "Members of this research project provide useful ideas and practical help for the research"), support for innovation (eight items; e.g., "The research team is always moving toward the development of new knowledge"), participative safety (eight items; e.g., "Members keep each other informed about project-related issues") and interaction frequency (four items; e.g., "We keep in touch with each other as a team ").…”

Section: Methodsmentioning

confidence: 99%

Factors Contributing to Research Team Effectiveness: Testing a Model of Team Effectiveness in an Academic Setting

Omar

Ahmad

2014

IJHE

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Following the classic systems model of inputs, processes, and outputs, this study examined the influence of three input factors, team climate, work overload, and team leadership, on research project team effectiveness as measured by publication productivity, team member satisfaction, and job frustration. This study also examined the mediating effect of a process factor, team commitment. The sample comprised 292 faculty members of four research universities in Malaysia. The respondents were asked to consider one research project in which they were involved either as a project leader or team member when completing the questionnaire. The results of the study demonstrated that there were direct relationships only between team climate and team member satisfaction .265p < 0.05) work overload and team member frustration = 0.381 p < 0.05), and team leadership and team member satisfaction = 0.200p < 0.05). Team commitment had a full or partial mediation effect on the relationships between team climate and research productivity ( = 0.335, p < 0.05) and team member satisfaction ( = 0.235, p < 0.05) and team member frustration ( = -0.217, p < 0.05). Team commitment only showed a statistically significant mediating effect on the relationship between work overload and research productivity ( = -0.043, p < 0.05) and team member satisfaction ( = 0.030, p < 0.05), and on the relationship between team leadership and research productivity ( = 0.335, p < 0.05). These findings suggest that different input factors influence different aspects of team effectiveness and that team climate is a key input factor that influences team effectiveness through team commitment as a process factor in an academic setting. The results of this study provide a potentially useful framework following the classical systems model of input-process-output for the establishment of effective research project teams in an academic setting.

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The Team Climate Inventory (TCI)—four or five factors? Testing the structure of TCI in samples of low and high complexity jobs

Cited by 65 publications

References 17 publications

Managing Team Innovation in the Research and Development (R&D) Organization: Critical Determinants of Team Effectiveness

Managing Team Innovation in the Research and Development (R&D) Organization: Critical Determinants of Team Effectiveness

The Team Climate Inventory as a Measure of Primary Care Teams’ Processes: Validation of the French Version

Factors Contributing to Research Team Effectiveness: Testing a Model of Team Effectiveness in an Academic Setting

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