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Journal articles on the topic 'Team behaviour'
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Widmann, Andreas, and Regina H. Mulder. "Team learning behaviours and innovative work behaviour in work teams." European Journal of Innovation Management 21, no. 3 (August 13, 2018): 501–20. http://dx.doi.org/10.1108/ejim-12-2017-0194.
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Purpose The purpose of this paper is to get deeper insight into the complex nature of the relationship between team learning conditions, team learning behaviours (TLBs) and innovative work behaviour (IWB) by considering and combining different neglected aspects in research. Design/methodology/approach A questionnaire was filled out by 593 vocational educators of 117 interdisciplinary work teams in vocational colleges in Germany. Correlations were calculated and structural equation modelling at two levels was conducted. Findings The results indicate that TLBs, especially team reflexivity and boundary spanning, relate positively to IWB. Furthermore, team structure, task interdependence and group potency relate positively to TLBs. It means that TLBs can be fostered by establishing these team learning conditions and, thus, IWB can be fostered. Research limitations/implications The main limitation of the study is that the data collection was cross-sectional. Longitudinal studies are required to capture the dynamic character of team learning and to identify causal relationships. Practical implications It is important to make all employees in vocational education aware of the importance of TLBs especially of team reflexivity and boundary spanning. Originality/value This study provides practical implications for organisations to foster IWB and indications for a better understanding of the relationship between team learning conditions, TLBs and IWB considering and combining different neglected aspects such as examining TLBs separated in one study.
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Pinheiro, Margarida, Teresa Rebelo, Paulo Renato Lourenço, Bruno de Sousa, and Isabel Dimas. "Dynamics of Team Learning Behaviours: The Effect of Time and Team Culture." Behavioral Sciences 12, no. 11 (November 14, 2022): 449. http://dx.doi.org/10.3390/bs12110449.
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This research study focused on team learning behaviours, particularly the extent to which teams use learning behaviours over time, as well as the influence of different team cultures on learning behaviours over time. Data from 33 university project teams were collected longitudinally at three moments (beginning, halfway point, and end of the project) and the analysis was conducted through growth modelling. A linear relationship between time and team learning through experimenting behaviour was found, suggesting that experimenting behaviour tends to increase over time in project teams. Moreover, the early development of team cultures that promote mutual understanding and good interpersonal relationships, the accomplishment of objectives, flexibility, and the search for alternative ways to perform tasks/problem solving are conducive to experimenting behaviours from the beginning of the teamwork. This study highlights the relevance of the temporal dynamics of team learning behaviours and their interaction with team culture.
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GOYAL, MADHU. "ATTITUDE CYCLE FOR PROBLEM SOLVING TEAMS IN A DYNAMIC WORLD." International Journal on Artificial Intelligence Tools 13, no. 04 (December 2004): 945–59. http://dx.doi.org/10.1142/s0218213004001910.
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In this paper, a mental attribute called attitude is introduced and its importance in agent problem solving is discussed. It presents the various properties of agents describing how the attitudes of the agents affect the behavior of the agents. The paper also discusses how the attitudes could be described computationally in terms of various attributes. This paper formalizes the team as a collective abstract attitude of participating agents. This concept especially has been very useful in formalising the behaviour of complex teams. The team model grounds the team attitude as the individual attitude of its member agents, which in turn is further divided into the attitudes and behaviours towards the various team attributes. In this paper a team problem solving methodology is also presented, which has the notion attitude and team cycle as its core to allow robust and coherent team behavior. It also shows how these various attitudes ultimately result into various team behaviors in a fire world. The application and implementation of this methodology to a virtual fire-fighting domain has revealed a promising prospect in developing problem solving team agents.
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Raes, Elisabeth, Anne Boon, Eva Kyndt, and Filip Dochy. "Measuring team learning behaviours through observing verbal team interaction." Journal of Workplace Learning 27, no. 7 (September 14, 2015): 476–500. http://dx.doi.org/10.1108/jwl-01-2015-0006.
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Purpose – This study aims to explore, as an answer to the observed lack of knowledge about actual team learning behaviours, the characteristics of the actual observed basic team learning behaviours and facilitating team learning behaviours more in-depth of three project teams. Over time, team learning in an organisational context has been investigated more and more. In these studies, there is a dominant focus on team members’ perception of team learning behaviours. Design/methodology/approach – A coding schema is created to observe actual team learning behaviours in interaction between team members in two steps: verbal contributions by individual team members are coded to identify the type of sharing behaviour and, when applicable, these individual verbal behaviours are build up to basic and facilitating team learning behaviours. Based on these observations, an analysis of team learning behaviours is conducted to identify the specific characteristics of these behaviours. Findings – An important conclusion of this study is the lack of clarity about the line of demarcation between individual contributions and learning behaviours and team learning behaviours. Additionally, it is clear that the conceptualisations of team learning behaviour in previous research neglect to a large extend the nuances and depth of team learning behaviours. Originality/value – Due to the innovative approach to study team learning behaviours, this study is of great value to the research field of teamwork for two reasons: the creation of a coding schema to analyse team learning behaviours and the findings that resulted from this approach.
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Irvine, D. M., P. Leatt, M. G. Evans, and G. R. Baker. "The Behavioural Outcomes of Quality Improvement Teams: The Role of Team Success and Team Identification." Health Services Management Research 13, no. 2 (May 2000): 78–89. http://dx.doi.org/10.1177/095148480001300202.
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This study investigates the relationship between hospital quality improvement (QI) team success and changes in empowerment, ‘organizational commitment, organizational citizenship behaviour’ (OCB) and job behaviour related to QI. Data were collected from administrative staff, healthcare professionals and support staff from four community hospitals. The study involved a field investigation with two data collection points. Structured questionnaires and interviews with hospital management were used to collect data on the study variables. High scores were observed for organizational commitment, OCB and job behaviour related to QI when individuals identified with teams that were successful. Low scores were observed when individuals identified with teams that were unsuccessful. Empowerment was positively related to job behaviour associated with QI. It is concluded that participation on QI teams can lead to organizational learning, resulting in the inculcation of positive ‘extra-role’ and ‘in-role’ job behaviour.
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H van Dun, Desirée, and Celeste P. M. Wilderom. "Improving high lean team performance through aligned behaviour-value patterns and coactive vicarious learning-by-doing." International Journal of Operations & Production Management 41, no. 13 (August 30, 2021): 65–99. http://dx.doi.org/10.1108/ijopm-11-2020-0809.
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PurposeWhy are some lean workfloor teams able to improve their already high performance, over time, and others not? By studying teams' and leaders' behaviour-value patterns, this abductive field study uncovers a dynamic capability at the team level.Design/methodology/approachVarious methods were employed over three consecutive years to thoroughly examine five initially high-performing lean workfloor teams, including their leaders. These methods encompassed micro-behavioural coding of 59 h of film footage, surveys, individual and group interviews, participant observation and archival data, involving objective and perceptual team-performance indicators. Two of the five teams continued to improve and perform highly.FindingsContinuously improving high lean team performance is found to be associated with (1) team behaviours such as frequent performance monitoring, information sharing, peer support and process improvement; (2) team leaders who balance, over time, task- and relations-oriented behaviours; (3) higher-level leaders who keep offering the team face-to-face support, strategic clarity and tangible resources; (4) these three actors' endorsement of self-transcendence and openness-to-change work values and alignment, over time, with their behaviours; and (5) coactive vicarious learning-by-doing as a “stable collective activity pattern” among team, team leader, and higher-level leadership.Originality/valueSince lean has been undertheorised, the authors invoked insights from organisational behaviour and management theories, in combination with various fine- and coarse-grained data, over time. The authors uncovered actors' behaviour-value patterns and a collective learning-by-doing pattern that may explain continuous lean team performance improvement. Four theory-enriching propositions were developed and visualised in a refined model which may already benefit lean practitioners.
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Oeij, Peter R. A., Steven Dhondt, and Jeff Gaspersz. "Mindful infrastructure as an enabler of innovation resilience behaviour in innovation teams." Team Performance Management 22, no. 7/8 (October 10, 2016): 334–53. http://dx.doi.org/10.1108/tpm-12-2015-0058.
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Purpose This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.
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Zaamout, Khobaib, and Ken Barker. "Towards Quantifying Behaviour in Social Crowdsourcing Communities." Proceedings of the AAAI Conference on Human Computation and Crowdsourcing 6 (June 15, 2018): 203–12. http://dx.doi.org/10.1609/hcomp.v6i1.13323.
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We analyze crowdsourcing communities by creating a detailed process for quantifying individual behaviour in online environments. The key feature of our communities is their social interactions so we call these social crowdsourcing communities (SCC). First, we derive factors based on actions captured about textual contributions. We interpret and name these factors. Then we demonstrate their utility in predicting the quality of team contributions. We capture the actions of members using measurable variables and perform factor analysis on these to produce factors of behaviour in SCCs (i.e. dimensions of behaviour). We derive factor scores for each member. An abstract notion of teams is used that is based on the social interactions. Team scores are then determined by the aggregation of the individual factor scores. The relationship between the team-level factor scores and the quality of contributions made by each team are then used as a proxy for team effectiveness. We found that member behaviour has three dimensions/factors: Impact, Activity, Policing/Rowdiness and there is a linear relationship between a team's contribution quality and their Impact scores. We also found a moderate negative linear relationship between the smallest Activity scores in each team with the quality of their individual contributions. This shows that teams that produce higher quality contributions tend to have higher total and maximum Impact score with lower levels of Activity. Thus, we demonstrate that properly aggregated behavioural factors can predict the quality of team-level contributions.
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Rebelo, Teresa, Isabel Dórdio Dimas, Paulo Renato Lourenço, and Ângela Palácio. "Generating team PsyCap through transformational leadership." Team Performance Management: An International Journal 24, no. 7/8 (October 8, 2018): 363–79. http://dx.doi.org/10.1108/tpm-09-2017-0056.
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PurposeThe purpose of this paper was to contribute to a deeper understanding of the effects of transformational leadership on team performance, examining the role of team psychological capital (team PsyCap) and team learning behaviours as intervening mechanisms in that relationship.Design/methodology/approachA quantitative study with a cross-sectional design was conducted. The sample was composed of 82 teams from 57 Portuguese companies. Hypotheses were tested through structural equation modelling.FindingsResults revealed that transformational leadership is positively related to team PsyCap, which, in turn, is positively related to team learning behaviours. Moreover, the study’s findings supported the indirect influence of transformational leadership on team performance, through the role played by team PsyCap and team learning behaviours.Originality/valueThis is the first study that considers the mediating role of team PsyCap and team learning behaviours in the relationship between transformational leadership and team performance. In this manner, the present research contributes to the body of research on leadership, highlighting the way through which leadership might translate into team performance. Moreover, it contributes also to the positive organisational behaviour literature, identifying both antecedents and consequents of team PsyCap. The study’s findings encourage organisations to develop ways of reinforcing transformational leadership behaviours and psychological capital among teams.
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PUSHPA, RANDHIR REGHUNATH, and MARY MATHEW. "COLLABORATIVE BEHAVIOUR OF SOFTWARE PRODUCT DEVELOPMENT TEAMS VARYING ON PRODUCT NEWNESS AS A SURROGATE MEASURE FOR INNOVATION." International Journal of Innovation Management 16, no. 04 (July 18, 2012): 1250019. http://dx.doi.org/10.1142/s1363919612003800.
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Product development (PD) has traditionally been a collaborative effort with the PD team having to interact with various entities within and outside its boundary. Depending on the context and the kind of product being developed, teams typically interact with other teams, vendors, academic institutions and end users. This paper analyses the collaborative boundary crossing behaviour of software PD teams and the role of newness of product developed. The boundaries have been classified as horizontal, geographical and value-chain. Measurement was done with the help of two sets of questionnaires, one, to map the entities in the environment of the PD team and newness of the product developed, and the other, to measure collaborative boundary crossing behaviours of the team. The study showed that teams had low level of collaboration and the boundaries influenced collaboration behaviour. The newness of the product was also found to influence collaboration.
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You, Kang-Won. "The Effect of Transactional and Transformational Leadership Behaviours on Factors Establishing Teams’ Cultural Aspects to Promote Organizational Effectiveness." Sport Mont 19, no. 3 (October 1, 2021): 35–40. http://dx.doi.org/10.26773/smj.211008.
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This study aimed to analyse the relationships between transactional leadership, transformational leadership, and organizational culture in university soccer teams. First, the study focused on the transactional and trans- formational leadership behaviours of soccer coaches in university soccer teams using Multifactor Leadership Questionnaire 5X (MLQ 5X) by Bass and Avolio (1990) as an instrument. Second, the cultural factors of the univer- sity soccer teams were measured using the Organizational Culture Assessment Questionnaire (OCAQ, Sashkin, 2001). Using random cluster sampling, 316 players in university soccer teams participated in the study. The study results showed that both transactional and transformational leadership had a positive effect on organizational team culture, but the effect of transactional leadership behaviour appeared more extensive than transforma- tional leadership behaviour did in the present study. In a Korean context, it remains undeniable that strong transactional leadership behaviours exist, and they exert significant influence on university soccer team culture, but the effect of transformation leadership behaviours was also obvious on team culture. It could be concluded that the combination of transactional and transformational leadership is likely to be a key factor in the successful development of organizational effectiveness.
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Schreuder, Frits, René Schalk, and Sasa Batistič. "Perceptions of HPWS and performance: cross-level effects of team psychological contracts." Team Performance Management: An International Journal 26, no. 7/8 (August 4, 2020): 429–50. http://dx.doi.org/10.1108/tpm-05-2020-0035.
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Purpose This present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the study explored the role of supervisory support in the relationship experienced HPWS -team performance. In explaining employee attitudes and behaviours at the individual level, such as organisational citizenship behaviour (OCB), the study adopted a psychological contract approach. Design/methodology/approach The moderating role of supervisory support was investigated at the team level while exploring mediation effects of psychological contract beliefs in work teams in cross-level relationships with individual attitudes and behaviours. Findings Results indicate partial mediation of fulfilment of psychological contracts in work teams in the experienced HPWS-OCB relationship. At the team level, supervisory support perceptions moderate the effects of shared experiences of HPWS on product and service innovation in work teams. Originality/value The focus on the employee perspective of HPWS, the factor-analytic approach of measuring HPWS experiences and the role of team psychological contracts in employee attitudes and behaviours represent the main contributions of this study to HR research.
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Aseh, Khairi, and Kamal Kenny. "The Influence of Knowledge Sharing and Team Reflection on Innovative Individual and Team Behaviour." Journal of Advanced Research in Dynamical and Control Systems 12, no. 8 (August 19, 2020): 124–30. http://dx.doi.org/10.5373/jardcs/v12i8/20202454.
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Wójcik-Karpacz, Anna, Sascha Kraus, and Jarosław Karpacz. "Examining the relationship between team-level entrepreneurial orientation and team performance." International Journal of Entrepreneurial Behavior & Research 28, no. 9 (December 16, 2021): 1–30. http://dx.doi.org/10.1108/ijebr-05-2021-0388.
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PurposeThis article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.Design/methodology/approachThis article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.FindingsThe results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.Originality/valueThe findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.
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Ghosh, Vinit, Manaswita Bharadwaja, Sresha Yadav, and Gaurav Kabra. "Team-member exchange and innovative work behaviour." International Journal of Innovation Science 11, no. 3 (October 11, 2019): 344–61. http://dx.doi.org/10.1108/ijis-12-2018-0132.
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Purpose In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship. Design/methodology/approach A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique. Findings Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established. Originality/value The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.
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Collins, Jamie, and Natalie Durand-Bush. "Coaching Strategies to Optimize Team Functioning in High Performance Curling." International Sport Coaching Journal 3, no. 3 (September 2016): 240–56. http://dx.doi.org/10.1123/iscj.2016-0073.
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The purpose of this study was to investigate coaching strategies to optimize team functioning in the context of high performance curling. Strategies were elicited from 10 male coaches, 12 women’s teams (N = 49 athletes) and seven men’s teams (N = 29 athletes) competing at an elite level. Over 150 strategies were identified as being essential for functioning effectively as a team and they pertained to the following seven components: (a) individual attributes (e.g., create a player contract), (b) team attributes (e.g., determine and adjust game strategy), (c) the foundational process of communication (e.g., script routines for communication), (d) structural team processes (e.g., determine acceptable behaviour/standards), (e) individual regulation processes (e.g., do self-assessments/check-ins), (f) team regulation processes (e.g., discuss leadership behaviours), and (g) the context (e.g., prepare for the opposition). Implications for coaching interventions are provided.
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Phelps, Robert. "Risk Management and Agency Theory in is Projects – an Exploratory Study." Journal of Information Technology 11, no. 4 (December 1996): 297–307. http://dx.doi.org/10.1177/026839629601100404.
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The way in which project teams respond to problems and manage risks during IT project developments is affected by the organizational context. In particular, it is affected by the implicit ‘contract’ between the team and the organization. This contract is controlled through the adherence to formal methodologies and the use of organizational control system. This paper looks at risk management from the point of view of team behaviour, focusing on behavioural response to risks in terms of effort and risk aversion. Three case studies of project team behaviour are used to illustrate the types of risk management behaviour which may arise under different contracts between project team and organization.
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Shi, Yuwei, and H. K. Tang. "Team role behaviour and task environment." Journal of Managerial Psychology 12, no. 2 (March 1997): 85–94. http://dx.doi.org/10.1108/02683949710164181.
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Wilsher, Margaret. "Managing disease behaviour: A team approach." Respirology 23, no. 11 (August 20, 2018): 968–69. http://dx.doi.org/10.1111/resp.13386.
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Csuhaj-Varjú, Erzsébet, and Alica Kelemenová. "Team behaviour in eco-grammar systems." Theoretical Computer Science 209, no. 1-2 (December 1998): 213–24. http://dx.doi.org/10.1016/s0304-3975(97)00110-2.
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Duimering, P. Robert, and Robert B. Robinson. "Effects of context on team behaviour." International Journal of Human Resources Development and Management 9, no. 1 (2009): 19. http://dx.doi.org/10.1504/ijhrdm.2009.021566.
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Burtscher, Michael J., Eva-Maria Jordi Ritz, and Michaela Kolbe. "Differences in talking-to-the-room behaviour between novice and expert teams during simulated paediatric resuscitation: a quasi-experimental study." BMJ Simulation and Technology Enhanced Learning 4, no. 4 (January 29, 2018): 165–70. http://dx.doi.org/10.1136/bmjstel-2017-000268.
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BackgroundTeam coordination represents an important factor for clinical performance. Research in this area suggests that not only behaviour frequencies but also patterns of team coordination constitute a central aspect of teamwork. However, little is known about potential differences in coordination patterns between novice teams (ie, teams of inexperienced members) and expert teams (ie, teams of experienced members). The current study addresses this gap by investigating the use of talking-to-the-room—an important implicit coordination behaviour—in novice teams versus expert teams.AimTo illustrate differences in coordination behaviour between novice and expert teams. This will provide important knowledge for simulation-based training.MethodsThe study was conducted in the context of two resuscitation training courses (introductory course and refresher course) for staff members at a children’s hospital. Volunteers from both courses participated in the study. They were randomly assigned to 16 teams each consisting of one physician and two nurses. The study used a quasi-experimental design with two conditions (novice vs expert). Participants of the introductory course were assigned to the novice condition (eight teams), and participants of the refresher course were assigned to the expert condition (eight teams). All teams completed the same standardised paediatric resuscitation scenario. They were videotaped during the simulation, and team coordination behaviour was coded using Co-ACT.ResultsLag-sequential analysis of 1902 distinct coordination acts revealed that novice teams and expert teams differed significantly in their coordination behaviour. Expert teams were characterised by patterns in which implicit coordination behaviour (ie, talking to the room) was followed by further implicit coordination behaviour and not followed by explicit coordination behaviour (ie, instructions), whereas the reverse was found for novice teams.ConclusionThe current study highlights role of coordination patterns for understanding teamwork in healthcare and provides important insights for team training.
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Gerhards, Leonie, and Michael Kosfeld. "I (Don’t) Like You! But Who Cares? Gender Differences in Same-Sex and Mixed-Sex Teams." Economic Journal 130, no. 627 (January 28, 2020): 716–39. http://dx.doi.org/10.1093/ej/uez067.
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Abstract We study the effect of likeability on women’s and men’s team behaviour in a lab experiment. Extending a two-player public goods game and a minimum effort game by an additional pre-play stage that informs team members about their mutual likeability, we find that female teams lower their contribution to the public good in the event of low likeability, while male teams achieve high levels of co-operation irrespective of the level of mutual likeability. In mixed-sex teams, both women’s and men’s contributions depend on mutual likeability. Similar results are found in the minimum effort game. Our results offer a new perspective on gender differences in labour market outcomes: mutual dislikeability impedes team behaviour, except in all-male teams.
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Sumida, Ken, Junya Fujimoto, and Masayuki Sakata. "Differentiating attitudes: team loyalty and attitude towards spectating behaviour." Sport, Business and Management: An International Journal 4, no. 2 (May 6, 2014): 109–24. http://dx.doi.org/10.1108/sbm-02-2011-0024.
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Purpose – The purpose of this paper is to differentiate sport spectators’ attitudes, specifically team loyalty and attitude towards spectating behaviour by investigating the reliability and validity of the proposed model, and the influence of the attitudinal factors on intention to re-attend sporting events. Design/methodology/approach – In this quantitative study, data were longitudinally collected from five professional soccer teams of the Japanese professional soccer league official surveys of 2008. The study was analysed in two phases by first examining the reliability and validity of the measurements and then the appropriateness of the model. Finally, a multiple group analysis was conducted to examine the applicability across the aforementioned five teams. Findings – Team loyalty conceptually and empirically differed from attitudes towards spectating behaviour. The proposed model indicated how attitudes have impacts on spectators’ future attendance at professional sports events, but the model significantly changed when parameters of the model were progressively constrained, suggesting that each team's uniqueness may influence spectators’ intention to attend future games. Originality/value – Sport spectators’ attitudes play a significant role in the decision-making process of deciding to attend an event, and an understanding of how spectators’ attitudes influence their intention to re-attend events could be of value to both scholars and sports team managers. Spectators of each team have their own characteristics and although this makes it difficult to generalise the results, this study contributes to an understanding of spectators’ attitudes.
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Oeij, Peter R. A., Tinka Van Vuuren, Steven Dhondt, Jeff Gaspersz, and Ernest M. M. De Vroome. "Mindful infrastructure as antecedent of innovation resilience behaviour of project teams." Team Performance Management: An International Journal 24, no. 7/8 (October 8, 2018): 435–56. http://dx.doi.org/10.1108/tpm-09-2017-0045.
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PurposeThe purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.Design/methodology/approachA survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.FindingsFrom the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project teams can thus learn from the practice of HRO teams.Originality/valueTo the authors’ knowledge, HRO-thinking has not been applied to team behaviour in innovation management. A fruitful transfer of insights from the domain of safety and crisis management seems applicable to the domain of innovation.
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Su, Lillian, Seth Kaplan, Randall Burd, Carolyn Winslow, Amber Hargrove, and Mary Waller. "Trauma resuscitation: can team behaviours in the prearrival period predict resuscitation performance?" BMJ Simulation and Technology Enhanced Learning 3, no. 3 (February 20, 2017): 106–10. http://dx.doi.org/10.1136/bmjstel-2016-000143.
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BackgroundOptimising team performance is critical in paediatric trauma resuscitation. Previous studies in aviation and surgery link performance to behaviours in the prearrival period.ObjectiveTo determine if patterns of human behaviour in the prearrival period of a simulated trauma resuscitation is predictive of resuscitation performance.DesignTwelve volunteer trauma teams performed in four simulation scenarios in a paediatric hospital. The scenarios were video recorded, transcribed and analysed in 10-second intervals. Variation in the amount of utterances per team member in the prearrival period was compared with team performance and implicit coordination during the resuscitation.Key resultsCoders analysed 18 962 s of video. They coded 5204 team member utterances into one of eight communication behaviour categories. Inter-rater reliability was excellent (an average of 83.1% across all four scenarios). The average number of communications occurring during the prearrival period was 18.84 utterances, with a range of 2–42 and a SD of 9.55. The average length of this period was almost 2 minutes (mean =117.30 s, SD=39.20). Lower variance in team member communication during the prearrival better was associated with better implicit coordination (p=0.011) but not team performance (p=0.054) during the resuscitation.ConclusionPatterns of communication in the prearrival trauma resuscitation period predicted implicit coordination and a trend towards significance for team performance which suggests further studies in such patterns are warranted.
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Browning, B., J. Bruce, M. Bowling, and M. Veloso. "STP: Skills, tactics, and plays for multi-robot control in adversarial environments." Proceedings of the Institution of Mechanical Engineers, Part I: Journal of Systems and Control Engineering 219, no. 1 (February 1, 2005): 33–52. http://dx.doi.org/10.1243/095965105x9470.
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In an adversarial multi-robot task, such as playing robot soccer, decisions for team and single-robot behaviour must be made quickly to take advantage of short-term fortuitous events. When no such opportunities exist, the team must execute sequences of coordinated team action that increases the likelihood of future opportunities. A hierarchical architecture, called STP, has been developed to control an autonomous team of robots operating in an adversarial environment. STP consists of skills for executing the low-level actions that make up robot behaviour, tactics for determining what skills to execute, and plays for coordinating synchronized activity among team members. The STP architecture combines each of these components to achieve autonomous team control. Moreover, the STP hierarchy allows for fast team response in adversarial environments while carrying out actions with longer goals. This article presents the STP architecture for controlling an autonomous robot team in a dynamic adversarial task that allows for coordinated team activity towards long-term goals, with the ability to respond rapidly to dynamic events. Secondly, the subcomponent of skills and tactics is presented as a generalized single-robot control hierarchy for hierarchical problem decomposition with flexible control policy implementation and reuse. Thirdly, the play techniques contribute as a generalized method for encoding and synchronizing team behaviour, providing multiple competing team responses, and for supporting effective strategy adaptation against opponent teams. STP has been fully implemented on a robot platform and thoroughly tested against a variety of unknown opponent teams in a number of RoboCup robot soccer competitions. These competition results are presented as a mechanism to analyse the performance of STP in a real setting.
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Castellano, Julen, Pedro Silva, Oidui Usabiaga, and Daniel Barreira. "The influence of scoring targets and outer-floaters on attacking and defending team dispersion, shape and creation of space during small-sided soccer games." Journal of Human Kinetics 51, no. 1 (June 1, 2016): 153–63. http://dx.doi.org/10.1515/hukin-2015-0178.
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Abstract The effect of altered game formats on team performances during soccer practice can be harnessed by coaches to stimulate specific tactical behaviours. The aim of the present study was to analyse the influence of using (i) small goals [SG], (ii) goalkeepers [7G] and (iii) floaters [7GF] on the dispersion, shape and available space of teams during small-sided games (SSGs). Twenty-four male soccer players were distributed into four teams composed of five players, two goalkeepers and two floaters that performed six SSG bouts of 6 min, interspersed with 6 min of passive recovery. Offensive and defensive phases were also analysed separately in order to verify the preservation of basic principles of attacking (teams more stretched to create free space) and defending (teams more compact to tie-up space) during SSGs. The variables used to characterize the collective behaviour were: length [L], width [W], team shape [Sh], and team separateness [TS]. Results revealed that the teams showed different collective behaviours depending on SSG format and a playing phase: a) L and W were higher in attack than in defence in all SSGs; b) team shapes were more elongated in defence in all SSGs except SG; c) the space separating players from their closest opponents (TS) was shorter in 7G; and d) SG and 7GF elicited greater defensive openness due to increased team width. The results suggest that manipulating task constraints, such as goal size, presence or absence of goalkeepers and floaters can be harnessed by coaches to shape distinct team tactical behaviours in SSGs while preserving the basic principles of attacking and defending.
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E, Jude Ashmi. "Getting Things Done, Virtually! - The Role of Virtual Team Leadership in Virtual Team Effectiveness." Ushus - Journal of Business Management 16, no. 2 (April 1, 2017): 13–20. http://dx.doi.org/10.12725/ujbm.39.2.
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A virtual team’s success depends on the team's effectiveness. Accomplishing such a team’s effectiveness is far more difficult when compared with traditional work teams. This article is a result of an exploratory study of the role of leadership in virtual teams. Virtual teams’ leadership is seemingly situational and supervisory, depending on the task. This study reveals that (1) individual virtual team members act as leaders based on the specific requirements for getting things done, (2) classifies virtual team leadership under supervisory and facilitating leadership, (3) suggests that both leadership roles are essential for virtual team effectiveness and functioning and (4) recommends exploration of leadership-oriented communication competency, shared understanding and virtual team citizenship behaviour as these are required for the effective performance of a virtual team.
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Uen, Jin-Feng, Rama Krishna Kishore Vandavasi, Kun Lee, Prasanthi Yepuru, and Vipin Saini. "Job crafting and psychological capital: a multi-level study of their effects on innovative work behaviour." Team Performance Management: An International Journal 27, no. 1/2 (February 3, 2021): 145–58. http://dx.doi.org/10.1108/tpm-08-2020-0068.
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Purpose This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap). Design/methodology/approach This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2. Findings Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap. Practical implications This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB. Originality/value This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.
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Stander, Frederick, Sebastiaan Rothmann, and Elrie Botha. "Pathways to flourishing of athletes: the role of team and individual strength use." South African Journal of Psychology 47, no. 1 (August 2, 2016): 23–34. http://dx.doi.org/10.1177/0081246316649095.
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Information is needed regarding the antecedents and outcomes of flourishing, particularly in sports contexts, where the study of this optimal well-being state has remained largely unexplored. This study examined the role of strength use to facilitate flourishing, enhance team embeddedness, and counter withdrawal behaviour of athletes. It further investigated the role of flourishing to retain athletes to their sport and teams and examined the role of team embeddedness in this relationship. A cross-sectional research design was utilised with structural equation modelling to assess model fit and examine postulated relationships. The sample comprised 235 student athletes. The results suggested that team strength use predicts flourishing. It further revealed positive paths to team embeddedness from both individual and team strength use. Flourishing was also positively related to team embeddedness. Lastly, a negative association was found between team embeddedness and withdrawal behaviour among the athletes.
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Yilmaz, Levent, and Jared Phillips. "Team-RUP: agent-based simulation of team behaviour in software development organisations." International Journal of Simulation and Process Modelling 3, no. 3 (2007): 170. http://dx.doi.org/10.1504/ijspm.2007.015240.
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Turunen, Pauli, and Esa Hiltunen. "Empowering Leadership in a University Spin-off Project: A Case Study of Team Building." South Asian Journal of Business and Management Cases 8, no. 3 (October 15, 2019): 335–49. http://dx.doi.org/10.1177/2277977919876734.
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This case study explores university spin-off (USO) team building from leadership and intrapreneurship perspectives. The study sheds light on a USO team member’s view of team building, examining the inherent tensions and challenges, but also the best practices of team building in general. Thus, the case is based on narrative study and evocative autoethnography, providing knowledge from an insider´s perspective of USO team building and also team leadership, especially for supporting intrapreneurship. The intrapreneurship allows an employee to act like an entrepreneur—in this case, within a USO project team. Instead of considering team building as a completely rational process, the case stresses the need to take into account soft aspects, like emotions, in USO team building. This case study should assist other innovative teams in the future to process narratively different factors, relationships and team behaviour within innovation project teams.
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ZURAIK, ABDELRAHMAN, LOUISE KELLY, and LOREN R. DYCK. "INDIVIDUAL INNOVATIVE WORK BEHAVIOUR: EFFECTS OF PERSONALITY, TEAM LEADERSHIP AND CLIMATE IN THE US CONTEXT." International Journal of Innovation Management 24, no. 05 (January 15, 2020): 2050078. http://dx.doi.org/10.1142/s1363919620500784.
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This paper is the first to empirically investigate the connections between the Big Five personality factors, ambidextrous team leadership, organisational climate of US workers that supports innovation, and individual innovative work behaviour. A self-report survey was used to obtain data from 215 team members in US-based corporations. We provide an empirically tested model of the positive influence of Openness to Experiences, Extraversion and Conscientiousness personality traits on individual innovative work behaviour. Results also confirm that supervisors’ leadership behaviours and a supportive organisational climate of innovation have a moderating influence on this set of relationships. Individuals can develop their individual innovative work behaviour. Supervisors can adopt higher levels of opening behaviours and executives can create a climate supportive of innovation to boost individual innovative work behaviour. This study further demonstrates that Big Five personality traits interact with supervisor behaviours and a supportive climate to foster individual innovative work behaviour.
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Bisht, Sanjay, Aparna Malhotra, and S. B. Taneja. "Modelling and Simulation of Tactical Team Behaviour." Defence Science Journal 57, no. 6 (November 21, 2007): 853–64. http://dx.doi.org/10.14429/dsj.57.1824.
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Srivastava, Urmila Rani, and Vandana Singh. "Individual and Group Level Antecedents of Team-Member Exchange (TMX) and its Associated Outcomes." International Journal of Management Excellence 5, no. 1 (April 30, 2015): 567–83. http://dx.doi.org/10.17722/ijme.v5i1.796.
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In recent years, teams have become a popular and efficient way of managing and performing work tasks. The idea behind teams is that if they are structured to maximize communication density, connectivity, and minimize hierarchy, there will be greater flexibility in communicating, cooperating, and collaborating on work-related tasks. Human resources are growing concern for today’s competitive organizations. Therefore it is very essential to focus on this issue seriously. In this review paper, we have integrated empirical research regarding the antecedents and consequences of Team-Member Exchange (TMX). An exchange relationship between team members is very critical but relatively unexplored phenomenon in the field of organizational behaviour. We have proposed a theoretical model to study certain selected antecedents (or predictor) and consequences of team-member exchange (TMX) process, both at the individual and group level. The individual level antecedents included in this paper are organizational justice, emotional intelligence, workplace friendship and group level antecedents are collectivistic orientation, team similarity, team identification, team-member affect, team reflexivity and group potency. Likewise, individual level outcomes associated with high quality team-member exchange are organizational citizenship behaviour, job performance, mental health and group level outcomes associated with high quality team-member exchange are team conflict, team climate, team commitment, team performance and team innovativeness. Further, several preliminary propositions have been offered to guide future research and the role of team-member exchange (TMX) within a broad theoretical and empirical context is discussed.Finally, we have discussed the gaps in the relevant literature, major issues for future research on team-member exchange (TMX) along with implications and interventions about how management can develop good interrelationships between co-workers.
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Asian-Clemente, Jose, Luis Suarez-Arrones, Bernardo Requena, and Alfredo Santalla. "Influence of Tactical Behaviour on Running Performance in the Three Most Successful Soccer Teams During the Competitive Season of the Spanish First Division." Journal of Human Kinetics 82, no. 1 (April 15, 2022): 135–44. http://dx.doi.org/10.2478/hukin-2022-0040.
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Abstract The purpose of this study was to analyze the influence of tactical behavior on physical performance of the three best Spanish soccer teams. Team 1 employed a 1-4-4-2 formation with compact defence and direct attacks, Team 2 employed an indirect style of play with a 1-4-3-3 formation and Team 3 used a 1-4-3-3 formation with elaborate attacks and strong counter-attacks. 816 individual situations of 54 professional soccer players categorized as fullbacks (FB), central defenders (CD), central midfielders (MF), wide midfielders (WM), and strikers (S) were included in the analysis. Their performance was examined with a player-tracking system. The analyzed variables included total distance covered, distance covered above 14, 21 and 24 km·h-1, as well as distance covered in possession of the ball and without possession of the ball. Team 2 covered a substantially lower distance >14 km·h–1 than Team 1 and substantially lower distances >14, >21, and >25km·h–1 than Team 3. No differences in running activity were found between Teams 1 and 3. However, there were substantial differences between the specific positions of the three teams. CD in Team 1 covered the lowest distance by a substantial margin in almost all variables analysed, whereas MF travelled substantially greater distances than did other positions. WM in Team 1 covered the greatest distance >18 and >21km·h– 1, while S in Team 2 had the lowest distance covered in almost all the variables, and FB in Team 3 showed the lowest total distance covered and distance covered >14km·h–1. WM in Team 2 had the greatest distance covered in possession, while S in Team 3 had the greatest distance covered out of possession. The results indicate that different team formations and associated tactical demands have a significant influence on running performance.
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W. Shelley, Arthur, and Tayyab Maqsood. "Metaphor as a means to constructively influence behavioural interactions in project teams." International Journal of Managing Projects in Business 7, no. 4 (August 26, 2014): 752–66. http://dx.doi.org/10.1108/ijmpb-02-2014-0018.
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Purpose – The paper summarises the scope, methodology and main findings of a PhD thesis about how the use of metaphor can be used to constructively influence project team behaviours. The purpose of this paper is to inform other candidates on the experience of the research journey using action research in a project environment and highlight how creative metaphor can stimulate relationship building in team environments. Design/methodology/approach – The research approach that was used in the thesis is described in this paper. Candidate and supervisor reflections are shared on how the thesis journey process was experienced, including some of the challenges of doing academic research in a practitioner environment. Findings – This research provides a simple and pragmatic reflective model that enables leaders and team members to increase the awareness of opportunities for collaborative behaviours. Facilitating creative metaphor conversations around model engages team members and leads them towards understanding how behavioural awareness can improve performance outcomes. Practical implications – This paper provides insights into how simple and fun behavioural interactions can be used to enhance the performance of project teams. Implementing the intuitive metaphorical conversations will enable team leaders to leverage behavioural diversity as an asset rather than be a victim of it. Managers and leaders in all organisations have experienced the difficulties of inappropriate behaviours that have led to suboptimal performance, stress or outright conflict. Research candidates and supervisors will find this methodology an interesting option to conduct pragmatic research that is also robust. Social implications – Behaviour can be an asset or a liability in projects. This approach helps to leverage behaviour in a constructive way and decreases the likelihood of behavioural challenges and conflict in project teams and with stakeholders. Originality/value – For the practice of project management the Reflective Performance Cycle is a unique model that can be used as a practical tool to build relationships in teams. From a social research perspective the research design and data interpretation process are new innovative ways to generate data and insights that are both robust and relevant, enabling more effective dialogue between researchers and practitioners.
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Nestsiarovich, Kristina, Dirk Pons, and Sid Becker. "Communication Adjustment in Engineering Professional and Student Project Meetings." Behavioral Sciences 10, no. 7 (July 6, 2020): 111. http://dx.doi.org/10.3390/bs10070111.
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Background: communication is important for project teams. There is a need to better understand how members respond to communication at project meetings, and how this affects the team roles the participants adopt. Methods: observational data were collected from (a) two engineering organisations and (b) five university engineering student teams. A mixed methods approach was used, comprising observations (recorded with the interaction diagram method), questionnaires and interviews. Results: participants adjusted their communication style to the behaviour of other people and to different communication settings. This happened with three different dynamics: micro-level (grounding processes in conversation), mezzo-level (emotional and rational regulation) and macro-level (over a period of time). Originality: a new theory was presented for the process of team behaviour during project meetings; specifically, role adoption and communication behavioural changes. Participants change their team roles within three different dynamics: at the macro-, mezzo- and micro-levels, corresponding to the organisation, project and meeting, respectively. The changing of team roles in project meetings arises from rational and emotional regulation. The findings have the potential to assist managers and supervisors to better understand and manage the team dynamics on their projects.
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Swales, Michaela A. "Implementing DBT: selecting, training and supervising a team." Cognitive Behaviour Therapist 3, no. 2 (June 2010): 71–79. http://dx.doi.org/10.1017/s1754470x10000061.
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AbstractNICE Clinical Guideline no. 78 recently identified Dialectical Behaviour Therapy (DBT) as an appropriate treatment approach for the effective treatment of suicidal behaviours in the context of borderline personality disorder. Uniquely among the cognitive behavioural therapies DBT is a team-based treatment. This paper focuses on the task of selecting and training a team before considering issues in the training and supervision of therapists learning this approach.
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Paananen, Soili, Laura Häyhä, and Erik Hedlund. "Diversity in Teams: Perceptions of Team Learning Behaviour in a Military Staff Exercise." Scandinavian Journal of Military Studies 3, no. 1 (2020): 1–17. http://dx.doi.org/10.31374/sjms.6.
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Pandey, Ashish, Vishal Gupta, and Rajen K. Gupta. "Spirituality and innovative behaviour in teams: Examining the mediating role of team learning." IIMB Management Review 31, no. 2 (June 2019): 116–26. http://dx.doi.org/10.1016/j.iimb.2019.03.013.
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Widmann, Andreas, Regina H. Mulder, and Christoph König. "Team learning behaviours as predictors of innovative work behaviour – a longitudinal study." Innovation 21, no. 2 (October 25, 2018): 298–316. http://dx.doi.org/10.1080/14479338.2018.1530567.
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Nurhamzah, Willy Abdillah, Fahruzzaman, and Slamet Widodo. "Moderate Effects of Organizational Commitments on Team Commitments and Negotiations on Conflict Handling (Empirical Study: Indonesian Government)." International Journal of Science and Society 4, no. 3 (August 24, 2022): 222–44. http://dx.doi.org/10.54783/ijsoc.v4i3.516.
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The conflict between teams is an interaction in the organization's daily life. To reveal the effect of negotiation and team commitment on conflict resolution (in integrating it) in the context of the construct of inter-team conflict and investigate how organizational commitment moderates the relationship between team negotiation and team commitment. The author conducted a questionnaire survey on employees in the Indonesian public sector with a sample of 224 responses. Structural equation modelling was used to analyze data and test hypotheses. Using Smart PLS 3.0. The results reveal that team commitment and negotiation positively relate to integrating behaviour. In addition, moderating organizational commitment to negotiation and team commitment was positively related to conflict handling behaviour when organizations have different orientations in their goals. Finally, higher conflict handling reinforces the positive effects of integrating negotiation and team commitment. The findings can help practitioners to predict team commitment, negotiation according to the organization and handling conflicts within the organization. This can allow practitioners to adjust their strategy and steer commitments and negotiations toward mutually beneficial conflict resolution outcomes. This study applies the theory of integrated conflict management due to team commitment and negotiation and empirically examines the relationship in the employee context. Moreover, this study reveals that organizational commitment moderates this linkage
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Pilař, Ladislav, Jitka Pokorná, and Tereza Balcarová. "Pro-active Behaviour in Context of Team Climate." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 62, no. 4 (2014): 685–95. http://dx.doi.org/10.11118/actaun201462040685.
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Employees are considered to be the main source of creativity, innovation, change and development of the enterprise, which can be considered as key success factors. However, if the company climate does not encourage employee activity, development may slow or stagnate. This article focuses on the possibility of prediction of personal initiative and employee silence based on quantification of the team climate. Relationships between constructs (1) "Team climate" and (2) "Pro-active Behaviour" are evaluated on the basis of Exploratory and Confirmatory factor analysis. All factors of the construct "Team climate:" (T1) Future olrientation, (T2) Peer support of change, (T3) Team Vision and (T4) Regular Contact, have a significant impact on the factors of the construct "Pro-active Behaviour": (P1) Initiative and a negative impact on (P2) Defence silence. No statistically significant effect in relation to the factors (P3) Loyalty and (P4) Stagnation was identified. The effects, in relation to the initiative of the employees were identified in the interval r = |0.305| − |0.488|. The factor of Defence silence of employees effects "Team climate" factors in the interval r = |0.329| − |0.550|. In both cases this concerns medium dependence. The research results can be used to quantify the quality of team climate in order to enhance the individuals' long-term initiative and organisational effectiveness. This knowledge serves managers as the basis for leadership and development of pro-active behaviour of team members.
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Géczi, Gergely, and Zoltán Baracskai. "Statistical analysis of antifragility in Hungarian ice hockey games." Hungarian Statistical Review 5, no. 1 (2022): 75–93. http://dx.doi.org/10.35618/hsr2022.01.en075.
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Professional ice hockey provides a great environment for studying the antifragile behaviour of teams because of publicly available results and statistics. This study examines three-goal events in which a team gave up a goal but responded by scoring two goals. Thirty-four ice hockey games are studied from the last ten seasons of the Hungarian first league to identify the events’ characteristics and to determine whether antifragile behaviour emerged in these events. The results indicate that if the opponent scores first and has a one- or two-goal lead, the team that responds with two goals after strengthening the line exhibits a convex and, therefore, an antifragile behaviour. Antifragility has been found in 22 cases, lending support to the assumption that antifragile behaviour emerges from high-level cooperation.
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Hassiotis, Angela, Athanasia Kouroupa, Leila Hamza, Nicola Morant, Ian Hall, Louise Marston, Renee Romeo, et al. "Intensive support teams for adults with intellectual disabilities displaying challenging behaviour: the IST-ID mixed-methods study." Health and Social Care Delivery Research 10, no. 33 (November 2022): 1–106. http://dx.doi.org/10.3310/chdc1642.
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Background National policy recommends intensive support teams for all areas of England for adults with intellectual disabilities who display challenging behaviour. However, to the best of our knowledge, there has not been a systematic evaluation of intensive support teams to date. Objectives Our objectives were to identify and describe the geographical distribution and characteristics of intensive support teams in England; to create a typology of intensive support teams; to investigate clinical and cost outcomes of intensive support team models and factors associated with those outcomes; and to explore professionals’, service users’ and carers’ experiences and describe the wider system context in which they operate. Design This was a two-phase mixed-methods study. In phase 1, a national survey examined the intensive support team models in operation in England. In phase 2, an observational study of adults with intellectual disabilities investigated the clinical effectiveness and cost-effectiveness of the two intensive support team models. Semistructured interviews with intensive support team managers and professionals, carers, and adults with intellectual disabilities explored their experiences of intensive support team care. In parallel, we examined service-level outcomes related to the function of intensive support teams. Setting Phase 1 included 80 intensive support teams serving 242 community intellectual disability services in England. Phase 2 included 21 intensive support teams, half of which were in the enhanced intensive support teams model and half of which were in the independent model. Participants In phase 1, a total of 73 intensive support team managers provided data. In phase 2, a total of 226 participants with intellectual disabilities from 21 intensive support teams (enhanced: teams, n = 11; participants, n = 115; independent: teams, n = 10; participants, n = 111) were enrolled in the study. A total of 42 stakeholders were interviewed. Main outcome measure The main outcome measure was the Aberrant Behaviour Checklist-Community, version 2, total score. Additional data sources were the carer and self-reported questionnaires, qualitative interviews and focus groups. Results Two intensive support team models were identified in England – enhanced and independent. Challenging behaviour at 9 months was reduced in both intensive support team models (β 3.08, 95% confidence interval –7.32 to 13.48; p = 0.561), but the observed Aberrant Behaviour Checklist-Community, version 2, score reduction appeared larger in the independent model than in the enhanced model (21% vs. 13%, respectively). No statistically significant differences were found in the secondary outcomes [Psychiatric Assessment Schedule for Adults with Developmental Disabilities Clinical Interview organic condition (odds ratio 1.09, 95% confidence interval 0.39 to 3.02), affective or neurotic disorder (odds ratio 0.91, 95% confidence interval 0.32 to 2.59), or psychotic disorder score (odds ratio 1.08, 95% confidence interval 0.21 to 5.50); risk score (β 1.12, 95% confidence interval –0.44 to 2.68); or quality of life questionnaire score (β –2.63, 95% confidence interval –5.65 to 0.40)]. Similarly, no differences were observed between models in relation to cost-effectiveness (health and social care costs mean difference £3409.95, 95% confidence interval –£9957.92 to £4039.89; societal costs mean difference –£4712.30, 95% confidence interval –£11,124.85 to £2106.36). The experiences of stakeholders did not differ between the intensive support team models, with carers and adults with intellectual disabilities valuing service accessibility, person-centred care and engagement. All stakeholders reported a range of barriers to intensive support team care. Service-level data and the operational policies from intensive support teams showed variation in organisational function and the roles of intensive support teams. The most commonly delivered intervention was positive behaviour support. Conclusions The study describes the operation of intensive support teams in England and identified two distinct models. We did not find advantages or disadvantages associated with clinical outcomes between models, nor did we find cost differences. On this basis, we recommend that local services decide which model best suits their circumstances. Limitations This was not a randomised controlled trial. It is possible that confounding factors have not been controlled for as there was no matching between intensive support teams. Last, there was no comparison with usual care. Future work There is need to develop model fidelity and investigate clinical effectiveness and cost-effectiveness in a randomised controlled evaluation of intensive support teams against treatment as usual. Study registration This study is registered as ClinicalTrials.gov NCT03586375, Integrated Research Application System (IRAS) 239820 and National Institute for Health and Care Research (NIHR) Central Portfolio Management System (CPMS) 38554. Funding This project was funded by the National Institute for Health and Care Research (NIHR) Health and Social Care Delivery Research programme and will be published in full in Health and Social Care Delivery Research; Vol. 10, No. 33. See the NIHR Journals Library website for further project information.
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Courtenay, K., and S. Jaydeokar. "Challenging Behaviour in People with Intellectual Disabilities: The Assessment and Intervention Team." European Psychiatry 33, S1 (March 2016): S475. http://dx.doi.org/10.1016/j.eurpsy.2016.01.1735.
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ObjectivesPeople with intellectual disabilities (ID) present with behaviours that challenge community services. Community models of care as alternatives to hospital care exist but are often vary in their function. Certain strategies have been developed to manage challenging behaviour in people with ID. Data from a three-year period on a community-based service for people with ID and challenging behaviour that uses an objective, multi-disciplinary approach is presented.MethodsA case note survey of adults with ID under the care of the Assessment and Intervention Team (AIT), a challenging behaviour service in the London Borough of Haringey.ResultsOver the three-year period, 65 adults were managed by AIT. Forty-four were male and 21 were female. The age range was 21–64 years of age. The level of ID was mild ID 61%, moderate 39%. Diagnoses included psychotic disorder (25%); mood disorder (20%); developmental disorder (40%); dementia (10%); challenging behaviour (45%). Six people (11%) were admitted to hospital during their time with AIT. The length of care under AIT ranged from four to fourteen months.ConclusionsAIT managed effectively people with ID living in the community who presented with complex problems putting their placement at risk. The rate of hospital admission was reduced in this period compared with the previous three years. The length of stay in in-patient services was reduced. The most common reasons for the behaviours included mental illness and ‘challenging behaviour’. People with developmental disorders were a large proportion. Community alternatives are effective with positive benefits to the person.Disclosure of interestThe authors have not supplied their declaration of competing interest.
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Stoverink, Adam C., Dan S. Chiaburu, Ning Li, and Xingshan Zheng. "Supporting team citizenship: The influence of team social resources on team-level affiliation-oriented and challenge-oriented behaviour." Human Resource Management Journal 28, no. 2 (October 17, 2017): 201–15. http://dx.doi.org/10.1111/1748-8583.12173.
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Haines, Anna, and Joanna Goliszek. "Donkey and mule behaviour for the veterinary team." UK-Vet Equine 3, no. 1 (January 2, 2019): 27–32. http://dx.doi.org/10.12968/ukve.2019.3.1.27.
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