Journal articles: 'Workgroups'

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Yousaf, Momna, Muhammad Majid Khan, and Adil Tahir Paracha. "Effects of Inclusive Leadership on Quality of Care: The Mediating Role of Psychological Safety Climate and Perceived Workgroup Inclusion." Healthcare 10, no. 11 (November 11, 2022): 2258. http://dx.doi.org/10.3390/healthcare10112258.

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Purpose: The aim of the study is to investigate the multilevel effects of the inclusiveness of workgroup leaders on quality of care by intervening through a “psychological safety climate” at the group level and “perceived workgroup inclusion” at the individual level within professionally diverse workgroups of healthcare professionals. Material and Methods: Data are collected from 305 healthcare professionals nested in 61 workgroups and 305 patients treated by the same workgroups working in public-sector hospitals in Pakistan. Hypothesized relationships are tested through multilevel analyses using Mplus 7. Results: The results of the study show that inclusive leadership can enhance the quality of care delivered by multiprofessional workgroups of healthcare professionals through perceived workgroup inclusion. Further, the psychological safety climate does not mediate the relationship between inclusive leadership and quality of care individually, but it transmits the effects of inclusive leadership through perceived workgroup inclusion on quality of care. Conclusion: The results of the study suggest that the inclusiveness of workgroup leaders, the psychological safety climate, and perceived workgroup inclusion can create safe and inclusive interpersonal mechanisms that play a key role in transmitting the positive effects of inclusive leadership on quality of care.

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Janssen, Suzanne, Joël Tahitu, Mark van Vuuren, and Menno D. T. de Jong. "Coworkers’ Perspectives on Mentoring Relationships." Group & Organization Management 43, no. 2 (September 22, 2016): 245–72. http://dx.doi.org/10.1177/1059601116669641.

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Research into workplace mentoring is primarily focused on the experiences and perceptions of individuals involved in the relationship, while there is scarcely any research focusing on the impact of mentoring relationships on their social environment. This exploratory research aims to give insight into how coworkers’ perceptions and experiences of informal mentoring relationships in their workgroup are related to their perceptions of workgroup functioning. The results of 21 semistructured interviews show that coworkers believe that mentoring relationships affect their workgroup’s functioning by influencing both their workgroup’s performance and climate. Coworkers applied an instrumental perspective and described how they think that mentoring relationships both improve and hinder their workgroup’s performance as they influence the individual functioning of mentor and protégé, the workgroup’s efficiency, and organizational outcomes. Furthermore, coworkers applied a relational perspective and described how mentoring relationships may influence their workgroup’s climate in primarily negative ways as they may be perceived as a subgroup, cause feelings of distrust and envy, and are associated with power issues. The results of this study emphasize the importance of studying mentoring relationships in their broader organizational context and set the groundwork for future research on mentoring relationships in workgroups.

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Schroeder, Krista, Janet A. Deatrick, Heather Klusaritz, Cory Bowman, Tracey T. Williams, Joanne Lee, Garry Mills, et al. "Using a Community Workgroup Approach to Increase Access to Physical Activity in an Underresourced Urban Community." Health Promotion Practice 21, no. 1 (August 18, 2019): 5–11. http://dx.doi.org/10.1177/1524839919867649.

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Background. Regular physical activity is associated with improved physical and psychosocial well-being. Increasing access to physical activity in underresourced communities requires collaborative, community-engaged methods. One such method is community workgroups. Purpose. The purpose of this article is to describe implementation, strengths, challenges, and results of the workgroup approach as applied to increasing access to physical activity, using our recent study as an illustrative example. Method. A 1-day conference was held in April 2017 for community leaders. The first half of the conference focused on disseminating results of a multifaceted community assessment. The second half entailed community workgroups. Workgroups focused on applying community assessment results to develop strategies for increasing access to physical activity, with plans for ongoing workgroup involvement for strategy refinement and implementation. A professional artist documented the workgroup process and recommendations via graphic recording. Results. Sixty-three community leaders attended the conference and participated in the workgroups. Workgroup participants reported that greater macrosystem collaboration was critical for sustainability of physical activity programming and that, particularly in underresourced urban communities, re-imagining existing spaces (rather than building new spaces) may be a promising strategy for increasing access to physical activity. Discussion. Considered collectively, the community workgroup approach provided unique insight and rich data around increasing access to physical activity. It also facilitated stakeholder engagement with and ownership of community health goals. With careful implementation that includes attention to strengths, challenges, and planning for long-term follow-up, the community workgroup approach can be used to develop health promotion strategies in underresourced communities.

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Chen, Wei Fang, Jian Bin Xue, and Pei Huang Lou. "A Collaborative Design and Analysis Environment for Flexible Fixture." Key Engineering Materials 407-408 (February 2009): 225–29. http://dx.doi.org/10.4028/www.scientific.net/kem.407-408.225.

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Designing a flexible fixture is much more complicated. In this paper a collaborative environment was introduced for flexible fixture design. The tasks involved in fixture design are analyzed and decomposed into five subtasks, which are assigned to workgroups by a project manager. The workgroups can be distributed in different departments or in different locations geographically. The framework of collaborate design environment is constructed. Each workgroup is responsible to a certain job. However, the information needed for flexible fixture design is shared among these workgroups. The information exchanging and management in the environment are expressed with a block diagram. Finally, an example of flexible fixture for manufacturing a thin-walled workpiece is employed to illustrate the efficiency of the collaborative environment.

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Abu Bakar, Hassan, and Robert M. McCann. "An Examination of Leader-Member Dyadic Politeness of Exchange and Servant Leadership on Group Member Performance." International Journal of Business Communication 55, no. 4 (August 3, 2015): 501–25. http://dx.doi.org/10.1177/2329488415597517.

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Integrating conversational constraint theory and models of homophily and relational dyadic communication, this study investigates how leader-member politeness exchange and servant leadership influence group member performance in a Malaysian organizational context. Using hierarchical linear modeling with data obtained from a sample of 510 employees, 65 workgroups, and 3 organizations, a politeness of exchange-servant leadership model was tested. Results show that servant leadership was positively and significantly associated with workgroup manager’s ratings of group member’s performance. The positive association between servant leadership and group member performance is more pronounced when managers and members in workgroups are high in politeness of exchange in their interactions. As predicted, leader-member dyadic politeness of exchange within the workgroup manager-group member dyads moderated this positive association.

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Huang, Rong-yau, and Kuo-Shun Sun. "An optimization model for workgroup-based repetitive scheduling." Canadian Journal of Civil Engineering 33, no. 9 (September 1, 2006): 1172–94. http://dx.doi.org/10.1139/l06-057.

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Most construction repetitive scheduling methods developed so far have been based on the premise that a repetitive project is comprised of many identical production units. Recently, Huang and Sun (2005) developed a workgroup-based repetitive scheduling method that takes the view that a repetitive construction project consists of repetitive activities of workgroups. Instead of repetitive production units, workgroups with repetitive or similar activities in a repetitive project are identified and employed in the planning and scheduling. The workgroup-based approach adds more flexibility to the planning and scheduling of repetitive construction projects and enhances the effectiveness of repetitive scheduling. This work builds on previous research and develops an optimization model for workgroup-based repetitive scheduling. A genetic algorithm (GA) is employed in model formation for finding the optimal or near-optimal solution. A chromosome representation, as well as specification of other parameters for GA analysis, is described in the paper. Two sample case studies, one simple and one sewer system project, are used for model validation and demonstration. Results and findings are reported.Key words: construction scheduling, repetitive project, workgroup, optimization, genetic algorithm.

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Bakar, Hassan Abu, and Leah M. Omilion-Hodges. "Relative leader-member relationships within group context." Corporate Communications: An International Journal 23, no. 4 (October 1, 2018): 582–98. http://dx.doi.org/10.1108/ccij-01-2018-0001.

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Purpose Although the importance of group leader and group member dyadic relationships has been increasingly emphasized, only few studies have focused on the dyadic level analysis of leader–member relationships. By integrating theories of relational leadership and relational dyadic communication among workgroups, the purpose of this paper is to propose a theoretical model that links relative leader–member exchange quality (RLMX) and relative leader–member conversation quality (RLMCQ) to group performance, as mediated by group cooperation. Design/methodology/approach The model was tested in a field study with multiple sources, including 232 leader–member dyads and 407 workgroup peer dyads among 70 intact workgroups. Data were collected on-site during paid working hours from four training sessions. Group members were surveyed four times (Time 1, Time 2 and Time 3) and group leaders were surveyed once (Time 4) to minimize common method bias. The hierarchical linear modeling and polynomial regression approach were used to determine the mediating effects of the group cooperation. Findings In this study, the authors found support for indirect effects of relative RLMX and RLMCQ on group performance through the mediating role of group cooperation. Research limitations/implications The cross-sectional design of the current study is to be interpreted with caution, concerning any conclusions about the causal ordering of the variables in the model. Practical implications In organizational situations with group leaders and group members already in high-quality relationships and conversation, management should endeavor to facilitate opportunities for cooperation among group members and a means to also enhance team–member exchange. Originality/value By introducing LMCQ and group member cooperative behavior in workgroups, this study actively respond to the scholars’ warnings that ignoring the workgroup context may hamper the progress in understanding the factors that will inhibit or enhance workgroup behavior.

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Sasidharan, Sharath, Radhika Santhanam, and Daniel Brass. "Assimilation of Enterprise Information Systems." International Journal of Technology Diffusion 8, no. 1 (January 2017): 18–32. http://dx.doi.org/10.4018/ijtd.2017010102.

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Prior research has indicated that employees rely on their informal social network to acquire knowledge essential for assimilating new technologies into their work practices. This study investigates the role of the help desk and online help in providing knowledge support for individual users and workgroups after the implementation of an Enterprise Information System. In addition to the informal social network, the people-driven help desk and system-driven online help are incorporated into a multi-modal social network framework to understand their synergistic impact on implementation success. The findings of the study indicate that the help desk provides knowledge support to both individuals and workgroups, while online help has a nuanced effect that depends on the density of individual and workgroup social network connections. The study further emphasizes the relevance of multi-modal social networks in understanding the combined network effects of people and systems.

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Hinsz, Verlin B., Ernest Park, Angela K. y. Leung, and Jared Ladbury. "Cultural Disposition Influences in Workgroups: A Motivational Systems Theory of Group Involvement Perspective." Small Group Research 50, no. 1 (September 24, 2018): 81–137. http://dx.doi.org/10.1177/1046496418797443.

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Modern organizations often involve workgroup members who have different cultural heritage. This article provides an examination of how different cultural dimensions (e.g., uncertainty avoidance, individualism–collectivism) influence the ways that workgroups and their members respond to situations that involve threats and rewards. The threats and rewards activate distinct response patterns that are associated with a motivational systems theory of group involvement. Based on this theoretical foundation, a cultural dispositions approach is applied to reveal how culture could impact the ways group members respond (cognitively, affectively, motivationally) to situations that involve varying degrees of threats or rewards. This focus on cultural dispositions locates this article in the larger theoretical context of persons within situations that account for complexities of threat and reward cues as well as groups, organizations, and cultures. Consequently, this article has broad implications to the scientific and applied science communities interested in multicultural workgroups.

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Pauli, Roman, and Jessica Lang. "Collective resources for individual recovery: The moderating role of social climate on the relationship between job stressors and work-related rumination – A multilevel approach." German Journal of Human Resource Management: Zeitschrift für Personalforschung 35, no. 2 (March 25, 2021): 152–75. http://dx.doi.org/10.1177/23970022211002361.

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In this study, we link cognitive processes of recovery to the social context in which employees experience job stressors. The aim was to examine how the social context in which employees experience work stressors is associated with individuals’ work-related thoughts in nonwork time and thus may prolong work-related mental efforts beyond working hours. We used aggregated individual ratings on social relations with colleagues and supervisors as a primer for social climate within workgroups, calculated the rate of permanent employment contracts per workgroup as a proxy for the stability of social relations within workgroups and used organizational affiliations to specify job settings in terms of routine versus creative tasks. Drawing on cross-sectional data from a psychosocial risk assessment and occupational health promotion survey of N = 1836 employees in 118 workgroups with different occupations at a German university, we tested multilevel random-coefficient models for affective rumination and problem-solving pondering. Results indicated a negative association of collegial climate with affective rumination but no association with problem-solving pondering. Supervisory climate was unrelated to both types of ruminative thinking. The stability of social relations within workgroups was negatively associated with affective rumination as well as with problem-solving pondering, whereas the job setting was only associated with problem-solving pondering. A cross-level interaction indicated a positive moderation effect of collegial climate on the relationship between job stressors and affective rumination. The findings indicate that a positive collegial climate can buffer the negative impact of low to average levels of job stressors on work-related thoughts and lead to the conclusion that the social context in which job stressors are experienced may alter individuals’ ability to mentally unwind from work.

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Bachkirov, Alexandre Anatolievich. "Pygmalion going international." Team Performance Management: An International Journal 23, no. 5/6 (August 15, 2017): 260–72. http://dx.doi.org/10.1108/tpm-08-2016-0037.

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Purpose The paper presents an empirical account of self-fulfilling prophecy in a multicultural expatriate context of the Arabian Gulf (Sultanate of Oman). The purpose of this paper is to explore the link between managerial expectations of the effects of cultural diversity and workgroup performance. Design/methodology/approach This exploratory study uses a qualitative interpretive approach based on the data collected through semi-structured interviews. The participants were Omani managers in charge of multicultural expatriate workgroups. Findings Managerial expectations of the effects of multiculturalism on workgroup dynamics are linked to three dimensions of performance effectiveness, including the production function, the member support function and the group wellbeing function. The Pygmalion process, as applied to the multicultural expatriate context of this study, emerged as an integral part of positive organizational scholarship. Research limitations/implications The data were collected in one country only, which limits the conclusions about the universal applicability of the Pygmalion theory. The boundary conditions were defined by the cultural characteristics of the research setting: collectivism, high power distance, high uncertainty avoidance, moderate masculinity/femininity. Practical implications For managers in charge of multicultural workgroups, the study provides motivation to project positive and affirmative expectations of multiculturalism, which is likely to lead to enhanced workgroup performance. Originality/value In examining the self-fulfilling prophecy phenomenon, this study transcends Western educational, military and industrial research contexts to investigate the Pygmalion process in a non-Western multicultural expatriate environment. The study contributes to unraveling the inconsistencies in findings on the relationship between cultural diversity and workgroup performance by highlighting the role of managerial expectations of multiculturalism.

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A. Way, Kirsten, Nerina L. Jimmieson, and Prashant Bordia. "Supervisor conflict management, justice, and strain: multilevel relationships." Journal of Managerial Psychology 29, no. 8 (November 4, 2014): 1044–63. http://dx.doi.org/10.1108/jmp-04-2012-0120.

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Purpose – The purpose of this paper is to test a multilevel model of the main and mediating effects of supervisor conflict management style (SCMS) climate and procedural justice (PJ) climate on employee strain. It is hypothesized that workgroup-level climate induced by SCMS can fall into four types: collaborative climate, yielding climate, forcing climate, or avoiding climate; that these group-level perceptions will have differential effects on employee strain, and will be mediated by PJ climate. Design/methodology/approach – Multilevel SEM was used to analyze data from 420 employees nested in 61 workgroups. Findings – Workgroups that perceived high supervisor collaborating climate reported lower sleep disturbance, job dissatisfaction, and action-taking cognitions. Workgroups that perceived high supervisor yielding climate and high supervisor forcing climate reported higher anxiety/depression, sleep disturbance, job dissatisfaction, and action-taking cognitions. Results supported a PJ climate mediation model when supervisors’ behavior was reported to be collaborative and yielding. Research limitations/implications – The cross-sectional research design places limitations on conclusions about causality; thus, longitudinal studies are recommended. Practical implications – Supervisor behavior in response to conflict may have far-reaching effects beyond those who are a party to the conflict. The more visible use of supervisor collaborative CMS may be beneficial. Social implications – The economic costs associated with workplace conflict may be reduced through the application of these findings. Originality/value – By applying multilevel theory and analysis, we extend workplace conflict theory.

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Pichler, Shaun, Beth Livingston, Andrew Yu, Arup Varma, Pawan Budhwar, and Arti Shukla. "Nationality diversity and leader–Member exchange at multiple levels of analysis." Equality, Diversity and Inclusion: An International Journal 38, no. 1 (February 11, 2019): 20–39. http://dx.doi.org/10.1108/edi-03-2018-0054.

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PurposeThe diversity literature has yet to investigate relationships between diversity and leader–member exchanges (LMX) at multiple levels of analysis. The purpose of this paper is to test a multilevel model of nationality diversity and LMX. In doing so, the authors investigate the role of surface- and deep-level diversity as related to leader–member exchange differentiation (LMXD) and relative LMX (RLMX), and hence to subordinate job performance.Design/methodology/approachThe authors test a multilevel model of diversity and LMX using multisource survey data from subordinates nesting within supervisors. The authors do so in a context where diversity in nationality is pervasive and plays a key role in LMXs, i.e., a multinational organization in Dubai. The authors tested the cross-level moderated model using MPlus.FindingsThe results suggest surface-level similarity is more important to RLMX than deep-level similarity. The relationship between surface-level similarity and RLMX is moderated by workgroup nationality diversity. When workgroups are more diverse, there is a positive relationship between dyadic nationality similarity and RLMX; when workgroups are less diverse, similarity in nationality matters less. Moreover, LMXD at the workgroup level moderates the relationship between RLMX and performance at the individual level.Originality/valueThis study is one of very few to examine both diversity and LMX at multiple levels of analysis. This is the first study to test the workgroup diversity as a cross-level moderator of the relationship between deep-level similarity and LMX. The results challenge the prevailing notion that that deep-level similarity is more strongly related to LMX than surface-level diversity.

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Rief, Rachael M., and Samantha S. Clinkinbeard. "Exploring Gendered Environments in Policing: Workplace Incivilities and Fit Perceptions in Men and Women Officers." Police Quarterly 23, no. 4 (April 13, 2020): 427–50. http://dx.doi.org/10.1177/1098611120917942.

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Research indicates that women are still underrepresented in policing and that police culture is not fully accepting of its sisters in blue. As police organizations strive toward building an inclusive workforce, we must understand how women, already in the field, view their place and experiences within their jobs, organizations, and workgroups. Thus, in the current research, we use a comparative sample ( n = 832) of male and female officers to examine perceptions of fit in the job, organization, and workgroup, and how these perceptions relate to reports of workplace incivilities. Findings indicate that women "fit in "with the job and the broader agency, but they are less likely than men to feel they belong within their workgroup. This relationship was partially mediated by workplace incivilities, indicating that women’s experience of subtle forms of discrimination partially explains their lower levels of fit in their workgroup.

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Satterstrom, Patricia, Jeffrey T. Polzer, Lisa B. Kwan, Oliver P. Hauser, Wannawiruch Wiruchnipawan, and Marina Burke. "Thin slices of workgroups." Organizational Behavior and Human Decision Processes 151 (March 2019): 104–17. http://dx.doi.org/10.1016/j.obhdp.2018.12.007.

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Haynes, Stacy Hoskins, Barry Ruback, and Gretchen Ruth Cusick. "Courtroom Workgroups and Sentencing." Crime & Delinquency 56, no. 1 (June 26, 2008): 126–61. http://dx.doi.org/10.1177/0011128707313787.

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Alves, Marta Pereira, Paulo Renato Lourenço, and José Miguez. "How to Measure Socioemotional Ties in Workgroups? Validation of Workgroup Socioaffective Interdependence Scale." Procedia - Social and Behavioral Sciences 84 (July 2013): 1084–89. http://dx.doi.org/10.1016/j.sbspro.2013.06.704.

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Wang, Serena, Cori Faklaris, Junchao Lin, Laura Dabbish, and Jason I. Hong. "'It's Problematic but I'm not Concerned': University Perspectives on Account Sharing." Proceedings of the ACM on Human-Computer Interaction 6, CSCW1 (March 30, 2022): 1–27. http://dx.doi.org/10.1145/3512915.

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Account sharing is a common, if officially unsanctioned, practice among workgroups, but so far understudied in higher education. We interview 23 workgroup members about their account sharing practices at a U.S. university. Our study is the first to explicitly compare IT and non-IT observations of account sharing as a "normal and easy" workgroup practice, as well as to compare student practices with those of full-time employees. We contrast our results with those in prior works and offer recommendations for security design and for IT messaging. Our findings that account sharing is perceived as low risk by our participants and that security is seen as secondary to other priorities offer insights into the gap between technical affordances and social needs in an academic workplace such as this.?

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Vos, Menno, and Karen van der Zee. "Prosocial behavior in diverse workgroups." Group Processes & Intergroup Relations 14, no. 3 (February 2, 2011): 363–79. http://dx.doi.org/10.1177/1368430210382427.

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Gruskin, Alan, Roberta G. Williams, Edward R. B. McCabe, Fernando Stein, Jeffrey Strickler, Russell W. Chesney, Holly J. Mulvey, Jimmy L. Simon, and Errol R. Alden. "Final Report of the FOPE II Pediatric Subspecialists of the Future Workgroup." Pediatrics 106, Supplement_E1 (November 1, 2000): 1224–44. http://dx.doi.org/10.1542/peds.106.se1.1224.

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The report of the Pediatric Subspecialists of the Future Workgroup of the Second Task Force on Pediatric Education reviews the critical changes of the past 2 decades that have affected the provision of pediatric subspecialty services, education of pediatric health care providers, and the acquisition and application of new knowledge. The report considers the future needs that will determine the ability of pediatric subspecialists to meet identified goals. Recommendations for change in the education, role, and financing of the pediatric subspecialist are reported together with those of other workgroups. Pediatrics2000;106(suppl):1224–1244; pediatric subspecialist, pediatric subspecialist workforce, education pediatric subspecialist, research pediatric subspecialist.

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Durán-Brizuela, Raquel, Grettel Brenes-Leiva, Martín Solís-Salazar, and Federico Torres-Carballo. "Effects of Power Distance Diversity within Workgroups on Work Role Performance and Organizational Citizenship Behavior." Revista Tecnología en Marcha 29, no. 2 (August 30, 2016): 63. http://dx.doi.org/10.18845/tm.v29i2.2691.

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The purpose of this study was to analyze the effect of power distance diversity within workgroups, from the perspectives of work role performance and organizational citizenship behavior. A sample of 251 employees, from a multinational company’s subsidiary, was analyzed to determine the existence of relationships between power distance diversity, work role performance and organizational citizenship behavior. Results indicated two main findings. First, the most power distance diverse workgroups had a negative effect on the work role performance of the employees. Secondly, the most power distance diverse workgroups negatively influenced two dimensions of organizational citizenship behavior: altruism and civic virtue. In addition to the previous main findings, it was concluded that power distance had a negative impact within the workgroups of the organization that was studied. The development of this research made a significant contribution to the innovative research field of cultural dimensions’ relationship with the performance and the behavior of the employees. Additionally, this research is among the first to study the effects of power distance on the work role performance and the organizational citizenship behavior of employees.

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Durán-Brizuela, Raquel, Grettel Brenes-Leiva, Martín Solís-Salazar, and Federico Torres-Carballo. "Effects of Power Distance Diversity within Workgroups on Work Role Performance and Organizational Citizenship Behavior." Revista Tecnología en Marcha 30, no. 5 (December 15, 2017): 35. http://dx.doi.org/10.18845/tm.v30i5.3222.

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The purpose of this study was to analyze the effect of power distance diversity within workgroups, from the perspectives of work role performance and organizational citizenship behavior. A sample of 251 employees, from a multinational company’s subsidiary, was analyzed to determine the existence of relationships between power distance diversity, work role performance and organizational citizenship behavior. Results indicated two main findings. First, the most power distance diverse workgroups had a negative effect on the work role performance of the employees. Secondly, the most power distance diverse workgroups negatively influenced two dimensions of organizational citizenship behavior: altruism and civic virtue. In addition to the previous main findings, it was concluded that power distance had a negative impact within the workgroups of the organization that was studied. The development of this research made a significant contribution to the innovative research field of cultural dimensions’ relationship with the performance and the behavior of the employees. Additionally, this research is among the first to study the effects of power distance on the work role performance and the organizational citizenship behavior of employees.

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Gutschmidt, Daniela, and Antonio Vera. "Dimensions of police culture – a quantitative analysis." Policing: An International Journal 43, no. 6 (October 10, 2020): 963–77. http://dx.doi.org/10.1108/pijpsm-06-2020-0089.

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PurposeMany authors describe police culture as a relevant determinant of officers' health, policing behavior and reaction to change. Investigation of such relationships requires an appropriate instrument for measuring police culture.Design/methodology/approachThis paper proposes a questionnaire containing 20 values that are characteristic of police culture (e.g. masculinity, loyalty, solidarity). In an online survey, 153 German police officers described their last workgroups in terms of how typical these values are. Besides conducting item and factor analyses, multiple regression models were tested to explore the effect of group characteristics on police culture.FindingsA four-factor solution, comprising (1) conservative-male culture, (2) institutional pride culture, (3) team culture and (4) diligence culture, seems to fit the data best. Significant predictors of the police culture total score are percentage of male officers, average age of the group and service in a problematic district.Research limitations/implicationsOverall, the results indicate that police culture is a measurable multidimensional construct, which substantially depends on the composition and the operational area of the workgroup. A limitation of the study is the retrospective and subjective assessment of cultural values.Originality/valueThe questionnaire presented in this paper depicts the culture of police workgroups in a differentiated way and is able to detect cultural variation within the police. Future research could draw on the questionnaire to investigate determinants and consequences of police culture.

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Zhang, Yan, and LiWen Hou. "The romance of working together: Benefits of gender diversity on group performance in China." Human Relations 65, no. 11 (September 25, 2012): 1487–508. http://dx.doi.org/10.1177/0018726712453931.

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The authors examine cross-cultural differences in the effects of gender diversity on group identification and performance using workgroups from American and Chinese firms. Nationality is found to moderate the relationship between gender diversity and group identification in that gender diversity associates more positively with group identification in Chinese workgroups than in American workgroups. Nationality does not moderate the gender diversity–group performance relationship: although the Chinese sample shows a positive association between gender diversity and group performance, the American sample shows no association. A second longitudinal study explores the mechanisms of relationship conflict and task conflict by which gender diversity benefits group performance in China. Results show that gender-diverse groups perform better than homogeneous groups by decreasing relationship conflict and task conflict. Future research directions and practical implications are discussed.

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Zhang, Shu, Guoquan Chen, Xiao-Ping Chen, Dong Liu, and Michael D. Johnson. "Relational Versus Collective Identification Within Workgroups." Journal of Management 40, no. 6 (March 28, 2012): 1700–1731. http://dx.doi.org/10.1177/0149206312439421.

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Brain, Kenneth, and Dianne Lewis. "Exploring leadership preferences in multicultural workgroups." Leadership & Organization Development Journal 25, no. 3 (April 2004): 263–78. http://dx.doi.org/10.1108/01437730410531065.

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Belman, Dale, Robert Drago, and Mark Wooden. "Workgroups, Efficiency Wages and Work Effort." Journal of Post Keynesian Economics 14, no. 4 (July 1992): 497–521. http://dx.doi.org/10.1080/01603477.1992.11489913.

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Buzacott, John A. "Modelling Teams and Workgroups in Manufacturing." Annals of Operations Research 126, no. 1-4 (February 2004): 215–30. http://dx.doi.org/10.1023/b:anor.0000012282.98374.00.

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King, Eden B., Michelle R. Hebl, and Daniel J. Beal. "Conflict and Cooperation in Diverse Workgroups." Journal of Social Issues 65, no. 2 (June 2009): 261–85. http://dx.doi.org/10.1111/j.1540-4560.2009.01600.x.

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Sakthivel, Sachidanandam. "Virtual workgroups in offshore systems development." Information and Software Technology 47, no. 5 (March 2005): 305–18. http://dx.doi.org/10.1016/j.infsof.2004.09.001.

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Leslie, Laurel, Peter Rappo, Herbert Abelson, Renee R. Jenkins, Sydney R. Sewall, Russell W. Chesney, Holly J. Mulvey, Jimmy L. Simon, and Errol R. Alden. "Final Report of the FOPE II Pediatric Generalists of the Future Workgroup." Pediatrics 106, Supplement_E1 (November 1, 2000): 1199–223. http://dx.doi.org/10.1542/peds.106.se1.1199.

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The Future of Pediatric Education II (FOPE II) Project was a 3-year, grant-funded initiative, which continued the work begun by the 1978 Task Force on the Future of Pediatric Education. Its primary goal was to proactively provide direction for pediatric education for the 21st century. To achieve this goal, 5 topic-specific workgroups were formed: 1) the Pediatric Generalists of the Future Workgroup, 2) the Pediatric Specialists of the Future Workgroup, 3) the Pediatric Workforce Workgroup, 4) the Financing of Pediatric Education Workgroup, and 5) the Education of the Pediatrician Workgroup. The FOPE II Final Report was recently published as a supplement toPediatrics (The Future of Pediatric Education II: organizing pediatric education to meet the needs of infants, children, adolescents, and young adults in the 21st century.Pediatrics. 2000;105(suppl):161–212). It is also available on the project web site at: www.aap.org/profed/fope1.htm This report reflects the deliberations and recommendations of the Pediatric Generalists of the Future Workgroup of the Task Force on FOPE II. The report looks at 5 factors that have led to changes in child health needs and pediatric practice over the last 2 decades. The report then presents a vision for the role and scope of the pediatrician of the future and the core attributes, skills, and competencies pediatricians caring for infants, children, adolescents, and young adults will need in the 21st century. Pediatrics 2000;106(suppl):1199–1223;pediatrics, medical education, children, adolescents, health care delivery.

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Abu Bakar, Hassan. "Explaining Cohesion Linkages in Workgroups: The Cooperative Communication in Collectivism and High Power Distance Workgroup Context." Jurnal Komunikasi, Malaysian Journal of Communication 33, no. 3 (September 27, 2017): 157–77. http://dx.doi.org/10.17576/jkmjc-2017-3303-10.

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Metcalfe, Christi. "The Role of Courtroom Workgroups in Felony Case Dispositions: An Analysis of Workgroup Familiarity and Similarity." Law & Society Review 50, no. 3 (July 29, 2016): 637–73. http://dx.doi.org/10.1111/lasr.12217.

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Aquino, Karl, and Kristin Byron. "Dominating Interpersonal Behavior and Perceived Victimization in Groups: Evidence for a Curvilinear Relationship." Journal of Management 28, no. 1 (February 2002): 69–87. http://dx.doi.org/10.1177/014920630202800105.

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A victim precipitation model was used to predict that members of workgroups who were perceived by others as exhibiting either high or low levels of dominating behavior would report being more frequent targets of personally injurious behaviors than those who were perceived as moderately dominating. However, we expected this effect to be moderated by the target’s gender. Data obtained from 131 MBA students who were randomly assigned to workgroups supported both the curvilinear relationship and the moderating effect of gender.

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Zimmermann, Stephan, Christopher Rentrop, and Carsten Felden. "A Multiple Case Study on the Nature and Management of Shadow Information Technology." Journal of Information Systems 31, no. 1 (September 1, 2016): 79–101. http://dx.doi.org/10.2308/isys-51579.

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ABSTRACT In several organizations, business workgroups autonomously implement information technology (IT) outside the purview of the IT department. Shadow IT, evolving as a type of workaround from nontransparent and unapproved end-user computing (EUC), is a term used to refer to this phenomenon, which challenges norms relative to IT controllability. This report describes shadow IT based on case studies of three companies and investigates its management. In 62 percent of cases, companies decided to reengineer detected instances or reallocate related subtasks to their IT department. Considerations of risks and transaction cost economics with regard to specificity, uncertainty, and scope explain these actions and the resulting coordination of IT responsibilities between the business workgroups and IT departments. This turns shadow IT into controlled business-managed IT activities and enhances EUC management. The results contribute to the governance of IT task responsibilities and provide a way to formalize the role of workarounds in business workgroups.

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Lingard, Helen, Rita Peihua Zhang, and David Oswald. "Effect of leadership and communication practices on the safety climate and behaviour of construction workgroups." Engineering, Construction and Architectural Management 26, no. 6 (July 15, 2019): 886–906. http://dx.doi.org/10.1108/ecam-01-2018-0015.

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Purpose The leadership style and communication practices of supervisors in the Australian construction industry were measured. The purpose of this paper is to investigate the effect of leadership style and communication practices of Australian construction supervisors on workgroup health and safety (H&S) climate and behaviour. Design/methodology/approach A questionnaire was administered to members of 20 workgroups engaged in rail construction work on the Level Crossing Removal Project and the Melbourne Metro Tunnel Project in Victoria, Australia. The survey measured components of supervisors’ transformational and transactional leadership, communication practices, the group H&S climate and workers’ self-reported H&S compliance and participation. Findings Supervisors’ transformational and transactional leadership, as well as communication practices, were all positively and significantly correlated with group H&S climate and workers’ self-reported H&S behaviours. The transformational leadership component of providing an appropriate model was the strongest predictor of H&S participation, while H&S compliance was predicted by the transactional leadership component of providing contingent reward, as well as supervisors’ communication practices. H&S climate fully mediated the relationship between supervisory leadership and workers’ self-reported H&S behaviour. Originality/value The research demonstrates that both transformational and transactional supervisory leadership are important in the construction context. Effective communication between supervisors and workers is also important for H&S. The findings suggest that supervisory leadership development programmes may be an effective way to improve H&S performance in predominantly subcontracted construction workgroups.

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Ghuman, Umar. "An empirical examination of group emotional intelligence in public sector workgroups." Team Performance Management 22, no. 1/2 (March 14, 2016): 51–74. http://dx.doi.org/10.1108/tpm-02-2015-0010.

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Purpose – Despite increased calls for incorporating emotional intelligence (EI) in workgroups and teams, there exists a need to develop empirical instruments that can measure group-level emotional intelligence (GEI), and assess its efficacy in predicting outcomes such as performance and learning ability. This paper aims to empirically demonstrate how GEI affects the performance and learning ability of public sector workgroups in city governments. Design/methodology/approach – Using Ghuman’s (2011) proposed theoretical model of GEI as a two-component system, an empirical instrument is created that measures GEI at the group level of analysis. Regression analyses are performed for 44 workgroups in the public sector organizations, with group performance and group learning ability as the dependent variables. Results show a significant positive relationship between GEI and the outcomes of group performance and group learning ability. Findings – The findings demonstrate that a competent instrument has been developed for GEI, and that it can be used to measure the construct in workgroups and teams. The results also empirically demonstrate the importance of GEI in workgroups, by demonstrating that an increased GEI positively enhances the group’s performance and learning ability. Research limitations/implications – The implication of this research is the creation and testing of an instrument that allows researchers in GEI to utilize this instrument for future studies concerning GEI. Practical implications – Such findings show that GEI can be an added resource for workgroups to foster positive within-group relations. It can assist in enhancing group learning and group performance. The study also demonstrates that groups that develop a group emotional awareness, and that can manage within group emotional relationships, may become more productive, and more able to learn. These results can be utilized to bolster the arguments of fostering within group emotional socialization, helping nurture a positive group culture and forming a culture of group affect, i.e. a clear understanding of how to perceive and manage affect within the group. Originality/value – The study builds on past theoretical understanding of GEI to create a model that showcases the effects of GEI on group outcomes such as group learning and group performance. It thereby fulfills a need for an empirical instrument that is able to measure GEI and utilize this instrument to ascertain the effect of GEI on group performance and group learning ability.

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Johnson, Jonathan N., and D. Dunbar Ivy. "The 2017 Seventh World Congress of Pediatric Cardiology & Cardiac Surgery: Week in Review: heart failure, transplantation, and pulmonary hypertension." Cardiology in the Young 27, no. 10 (December 2017): 2018–22. http://dx.doi.org/10.1017/s1047951117002207.

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AbstractThe heart failure, heart transplantation, and pulmonary hypertension workgroups of the Scientific Committee were honoured to be asked to plan a full slate of sessions at the 2017 World Congress of Pediatric Cardiology and Cardiac Surgery. In all there were 35 oral platform presentations, a further 14 oral platform presentations in “Bridging Together” sessions with other workgroups/specialties, a terrific debate about transplant listing in adult CHD patients, and a further 23 oral abstract presentations. The speakers were clear and concise, the research presented was ground-breaking, and the global representation was evident.

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Safizadeh, M. Hossein. "The Case of Workgroups in Manufacturing Operations." California Management Review 33, no. 4 (July 1991): 61–82. http://dx.doi.org/10.2307/41166673.

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Ballinger, Gary A., and F. David Schoorman. "Individual Reactions to Leadership Succession in Workgroups." Academy of Management Review 32, no. 1 (January 2007): 118–36. http://dx.doi.org/10.5465/amr.2007.23463887.

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Ayub, Nailah, and Karen A. Jehn. "National diversity and conflict in multinational workgroups." International Journal of Conflict Management 17, no. 3 (August 2006): 181–202. http://dx.doi.org/10.1108/10444060610742317.

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Zhang, Lu, and Caren Goldberg. "Sensitivity-to-diversity: a moderator of diversity – affective outcomes relationships." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (August 12, 2014): 494–509. http://dx.doi.org/10.1108/edi-05-2013-0028.

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Purpose – The purpose of this paper is to develop two new constructs – sensitivity to gender and race/ethnicity diversity – and examined how differences in these constructs moderate the diversity – affective outcomes relationships. Design/methodology/approach – A sample of 250 full-time employees completed an online survey on their sensitivity, workgroup diversity, and affective reactions toward their workgroups. Findings – The paper performed a construct validation of the new sensitivity to diversity measures and found that they were conceptually distinct from two existing diversity perceptual constructs – gender identity salience and pro-diversity belief. Furthermore, the authors found that the moderating effect of sensitivity to gender diversity on the relationship between gender diversity and perceived cohesiveness and workgroup commitment was stronger for women than for men. The authors also found that the moderating role of sensitivity to race/ethnicity diversity on the relationship between race/ethnicity diversity and workgroup commitment and satisfaction with coworkers varied by race/ethnicity. Research limitations/implications – Although common method variance can be a problem, diagnostic tests indicated that it had minimal influence on the results. Practical implications – Organizations need to understand how individual differences among employees, especially among female and racial/ethnic minority employees, affect their responses to workgroup diversity and diversity initiatives. Originality/value – Prior research on diversity has generally not examined individual differences in the propensity to notice differences. This study contributes to the literature by examining the moderating roles of such important individual characteristics on the relationship between diversity and affective outcomes.

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Loesch, Robert M., Michael D. Drieu, Craig Moffatt, and Leonard Rich. "RECENT IMPROVEMENTS IN THE UNITED STATES' VISCOUS OIL-PUMPING AND LIGHTERING CAPABILITY." International Oil Spill Conference Proceedings 2001, no. 2 (March 1, 2001): 1341–46. http://dx.doi.org/10.7901/2169-3358-2001-2-1341.

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ABSTRACT From 1994 to present, the U.S. Coast Guard National Strike Force (NSF) responded to three major oil spills involving foreign freight vessels grounding that required the removal of highly viscous oil using various lightering equipment and systems. In the fall of 1999, an informal workgroup sponsored by Commandant (G-SEC-2C) and consisting of U.S. Coast Guard, U.S. Navy Supervisor of Salvage (NAVSUPSALV), and industry oil spill response and salvage representatives from around the world was formed. This group came together to resolve viscous oil-pumping problems that occurred during the tank barge Morris J. Berman (1994), freight vessel Kuroshima (1998), and freight vessel New Carissa (1998) groundings. This paper documents the workgroups results from September 1999 to June 2000 and provides an actual response case study where recent response improvements resulting from this effort were applied successfully to a train derailment in Shawmut, Maine.

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Kritzer, Herbert M. "Contingent-Fee Lawyers and Their Clients: Settlement Expectations, Settlement Realities, and Issues of Control in the Lawyer-Client Relationship." Law & Social Inquiry 23, no. 04 (1998): 795–821. http://dx.doi.org/10.1111/j.1747-4469.1998.tb00034.x.

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One hallmark of Herb Jacob's analyses of criminal courts—extensive consideration of the interaction among actors—was less pronounced in his work on civil justice, which was more focused on institutions and the politics behind the laws that those institutions administered. In the research I report here, my emphasis is squarely on the actors in the civil justice process: the relationship between contingency-fee lawyers and clients, and how that relationship plays out in the settlement process. In Felony Justice, Herb, and his coauthor James Eisenstein, focus on the courtroom workgroup as a case-processing (and, largely, case-settling) machine; clients are relatively peripheral. In my account, clients, both current and future, are extremely important in how the lawyer works to settle cases. In the criminal court workgroup, lawyers do not worry about where future clients will come from because police secure them. In contrast, the contingency-fee lawyer has constant concerns about future clients, and I argue, this concern provides a control over lawyers that prior analyses of the contingency fee have largely missed. This dynamic also may explain why the courtroom workgroups, or court communities, found in the criminal courts do not appear to exist in the civil justice system.

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Törner, Marianne, Anders Pousette, Pernilla Larsman, and Sven Hemlin. "Coping With Paradoxical Demands Through an Organizational Climate of Perceived Organizational Support." Journal of Applied Behavioral Science 53, no. 1 (October 3, 2016): 117–41. http://dx.doi.org/10.1177/0021886316671577.

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Organizational demands on productivity, innovations, and safety may seem paradoxical. How can the organization support employees to cope with such paradox? Based on organizational climate measures of safety, occupational health, innovativeness, and production effectiveness, we explored if a second-order organizational climate could be identified, that was associated with staff safety, health, innovations and team effectiveness, and if such a climate could be represented by an organizational climate of perceived organizational support (POS). Questionnaire data were collected from 137 workgroups in four Swedish companies in construction and mining. Analyses (structural equation modeling) were done at the workgroup level and a split sample technique used to investigate relations between climates and outcomes. A general second-order organizational climate was identified. Also, an organizational climate constructed by items selected to represent POS, was associated with team effectiveness, innovations, and safety. A POS-climate may facilitate employees’ coping with paradoxes, and provide a heuristic for managers in decision making.

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Dictus, Cassandra, Sallie Allgood, Ryan Lavalley, Janice Tyler, and Cherie Rosemond. "ENGAGING OLDER ADULTS AND STAKEHOLDERS TO DEVELOP A COMMUNITY MASTER AGING PLAN: A CASE EXAMPLE." Innovation in Aging 6, Supplement_1 (November 1, 2022): 335. http://dx.doi.org/10.1093/geroni/igac059.1321.

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Abstract As our population ages, communities are creating policies and programs to support older adults. Yet, there is a lack of input from older adults about which policies and programs meet their needs. This case example describes how one community in North Carolina (NC) engaged community stakeholders (older adults and organizational leaders) in all phases of their Master Aging Plan (MAP). Community stakeholders participated in a community assessment through surveys (n=860), focus groups (n=13, 63 participants), key stakeholder interviews (n=34), and two community-wide listening sessions. Organized by the WHO’s age-friendly framework domains, community stakeholders formed workgroups to create, implement, and track the MAP. An evaluation was completed using the tracking documents, ripple effect mapping, and workgroup leader interviews. Orange County, NC’s experience with collaborative community engagement can serve as a guide for other communities seeking to involve community stakeholders in the development and evaluation of their own MA

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Gergely, Fehér. "Internet Addiction." Life 12, no. 6 (June 9, 2022): 861. http://dx.doi.org/10.3390/life12060861.

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This topic was dedicated to the complexity of internet addiction and contains 23 articles submitted by prestigious workgroups and originally launched as a Special Issue entitled “Internet Addiction” [...]

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OEHLMANN, Ruediger. "Skill Transfer between Organizational Workgroups: The Interpersonal Dimension." Journal of Japan Society for Fuzzy Theory and Intelligent Informatics 20, no. 4 (2008): 557–65. http://dx.doi.org/10.3156/jsoft.20.557.

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Pearson, C. A. L. "Autonomous Workgroups: An Evaluation at an Industrial Site." Human Relations 45, no. 9 (September 1992): 905–36. http://dx.doi.org/10.1177/001872679204500903.

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LoBue, Robert. "Team self‐assessment: problem solving for small workgroups." Journal of Workplace Learning 14, no. 7 (November 2002): 286–97. http://dx.doi.org/10.1108/13665620210445591.

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Journal articles on the topic 'Workgroups'

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