scholarly journals The Resilient Organisation: A Meta‐Analysis of the Effect of Communication on Team Diversity and Team Performance

2019 ◽  
Vol 68 (4) ◽  
pp. 621-657 ◽  
Author(s):  
Hong Bui ◽  
Vinh Sum Chau ◽  
Marta Degl'Innocenti ◽  
Ludovica Leone ◽  
Francesca Vicentini
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Diversity

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

Are operating room distractions, interruptions, and disruptions associated with performance and patient safety? A systematic review and meta-analysis

2021 ◽  
Author(s):  
Ryan D McMullan ◽  
Rachel Urwin ◽  
Peter Gates ◽  
Neroli Sunderland ◽  
Johanna I Westbrook
Keyword(s):  
Patient Safety ◽  
Operating Room ◽  
Random Effects ◽  
Team Performance ◽  
Operative Time ◽  
Meta Analysis ◽  
Individual Performance ◽  
Negative Effects ◽  
Total Operative Time ◽  
Operative Duration

Abstract Background The operating room (OR) is a complex environment in which distractions, interruptions, and disruptions (DIDs) are frequent. Our aim was to synthesise research on the relationships between DIDs and (a) operative duration, (b) team performance, (c) individual performance, and (d) patient safety outcomes; in order to better understand how interventions can be designed to mitigate the negative effects of DIDs. Methods Electronic databases (MEDLINE, Embase, CINAHL, PsycINFO) and reference lists were systematically searched. Included studies were required to report quantitative outcomes of the association between DIDs and team performance, individual performance, and patient safety. Two reviewers independently screened articles for inclusion, assessed study quality, and extracted data. A random effects meta-analysis was performed on a subset of studies reporting total operative time and DIDs. Results Twenty-seven studies were identified. The majority were prospective observational studies (n=15), of moderate quality (n=15). DIDs were often defined, measured, and interpreted differently in studies. DIDs were significantly associated with: extended operative duration (n=8), impaired team performance (n=6), self-reported errors by colleagues (n=1), surgical errors (n=1), increased risk and incidence of surgical site infection (n=4), and fewer patient safety checks (n=1). A random effects meta-analysis showed that the proportion of total operative time due to DIDs was 22.0% (95% CI 15.7-29.9). Conclusion DIDs in surgery are associated with a range of negative outcomes. However, significant knowledge gaps exist about the mechanisms that underlie these relationships, as well as the potential clinical and non-clinical benefits that DIDs may deliver. Available evidence indicates that interventions to reduce the negative effects of DIDs are warranted, but current evidence is not sufficient to make recommendations about potentially useful interventions.

Team tenure and team performance: A meta‐analysis and process model

2019 ◽  
Vol 73 (1) ◽  
pp. 151-198 ◽  
Author(s):  
Erik Gonzalez‐Mulé ◽  
Bethany S. Cockburn ◽  
Brian W. McCormick ◽  
Peng Zhao
Keyword(s):  
Team Performance ◽  
Process Model ◽  
Meta Analysis

Does Team Training Improve Team Performance? A Meta-Analysis

2008 ◽  
Vol 50 (6) ◽  
pp. 903-933 ◽  
Author(s):  
Eduardo Salas ◽  
Deborah DiazGranados ◽  
Cameron Klein ◽  
C. Shawn Burke ◽  
Kevin C. Stagl ◽  
...  
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Training

scholarly journals Impact of team diversity and conflict on project performance in Indonesian start-ups

2020 ◽  
Vol 13 (1) ◽  
pp. 155
Author(s):  
Budi Hartono ◽  
Luthfi Dzulfikar ◽  
Retno Damayanti
Keyword(s):  
Theoretical Model ◽  
Team Performance ◽  
Statistical Power ◽  
Project Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Team Diversity ◽  
Cultural Aspects ◽  
Start Ups

Purpose: Grounded to social identity and information decision theories, the study develops and empirically verifies a fresh theoretical model on the possible mediating effect of emotional and task conflicts toward the associations between diversity (work, social, and ideology) and project performance.Design/methodology/approach: A survey was performed, and 68 Indonesian start-ups provided positive responses accounting for a 57.6% response rate. In total, 102 Indonesian project teams participated, and since multiple team members were inquired for respective teams, 395 individual respondents were involved. An aggregation protocol was utilized to compute team-level datasets. The partial least square (PLS) method was utilized for the main analysis.Findings: The findings suggest a detrimental effect of heightened ideology polarization towards team performance as mediated by emotional conflict. Moreover, work diversity positively affects task conflict, but it does not positively affect team performance. Possible moderating variables such as cultural aspects may lessen the impact.Research limitations/implications: The study offers an updated theoretical model which pertains to diversity, conflict and performance. It also offers unique empirical evidence to examine the theoretical propositions within the setting of Indonesian start-ups. The sample size is rather limited even though it is substantially larger than similar past studies. This could result in a relatively low statistical power.   Practical implications: It offers useful practical insights for start-ups to improve their project performance by looking at the intricate association between aspects of team diversity, conflict, and project success.Originality/value: This study extends the contemporary knowledge on diversity studies, by focusing on the project context of Indonesian start-ups.

The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography

2007 ◽  
Vol 33 (6) ◽  
pp. 987-1015 ◽  
Author(s):  
Sujin K. Horwitz ◽  
Irwin B. Horwitz
Keyword(s):  
Team Performance ◽  
Positive Impact ◽  
Future Research ◽  
Demographic Diversity ◽  
Research Issues ◽  
Team Diversity ◽  
Moderating Variables ◽  
Team Outcomes ◽  
Analytic Review ◽  
The Impact

Over the past few decades, a great deal of research has been conducted to examine the complex relationship between team diversity and team outcomes. However, the impact of team diversity on team outcomes and moderating variables potentially affecting this relationship are still not fully answered with mixed findings in the literature. These research issues were, therefore, addressed by quantitatively reviewing extant work and provided estimates of the relationship between team diversity and team outcomes. In particular, the effects of task-related and bio-demographic diversity at the group-level were meta-analyzed to test the hypothesis of synergistic performance resulting from diverse employee teams. Support was found for the positive impact of task-related diversity on team performance although bio-demographic diversity was not significantly related to team performance. Similarly, no discernible effect of team diversity was found on social integration. The implications of the review for future research and practices are also discussed.

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