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The article presents abstracts on entrepreneurship topics which include the influence of tie-order on network emergence, a complexity science-based model for innovation and the formation of entrepreneurial enterprises, and fuzzy-set hierarchical classification of family businesses.

This section presents several management education and development conference paper abstracts. They include, "The Effect of Instructional Delivery Method on Student Achievement," regarding the educational value of undergraduate human resource management classes, "A Personal and Experimental Reflection on Teaching and Learning wtih the Consultant Learning Method," about an analysis of undergraduate and graduate management courses, and "What it Means to Supervise: A Phenomenographic Study of Doctorial Student Supervision," discussing what doctoral supervisors look for in their management students.

In the current research we introduce the team CARE model for supporting team development during post-secondary education. Team CARE is part of a larger suite of assessments at itpmetrics.com. Team CARE is a free online survey-based assessment that allows team members to rate their team's health and functioning in four key domains (Communicate, Adapt, Relate, and Educate), as well as provide written feedback about the team's functioning to add nuance and supplemental context to the numeric scores. We report that the team CARE scales were found to have acceptable reliability and were associated with team performance outcomes. Students' perceptions of the tool were also examined and the findings suggest that team CARE feedback is perceived to be valuable, useful, and easy to use. Recommendations for practice are detailed, including sample assessment schedules for teams with differing life spans. Implications for future research and implementation are discussed. [ABSTRACT FROM AUTHOR]

Primary care redesign efforts promote team-based care as critical for improving health care quality and patient outcomes. Better team dynamics may also improve clinical work satisfaction and enhance patient care coordination between primary care providers (PCPs). Despite considerable research about the effects of team-based care on outcomes that directly concern patients, few studies have examined how team dynamics relate to outcomes concerning health care providers. This study examines relationships among team dynamics, clinical work satisfaction, and patient care coordination between PCPs in 18 Harvard-affiliated primary care practices participating in the Academic Innovations Collaborative. We administered a cross-sectional survey to all 548 PCPs (267 attending clinicians, 281 resident physicians) working at participating practices; 65% responded. We also collected semi-structured interview data to explain our findings and illuminate relationships among our variables of interest. Better team dynamics were positively associated with clinical work satisfaction and quality of patient care coordination between PCPs. Coordination partially mediated the relationship between team dynamics and satisfaction for attending clinicians, suggesting higher satisfaction depends in part on better teamwork yielding more coordinated patient care. We found no mediation for resident physicians, suggesting they derive satisfaction from positive team dynamics for other reasons. [ABSTRACT FROM AUTHOR]

The presentations in this symposium examine various aspects of global team dynamics. Across four presentations, we explore participation patterns in global teams (Gibbs, Gibson, and Grushina), the benefits that accrue to individuals from managing cultural differences (Jang), how language asymmetries influence team dynamics (Zellmer- Bruhn, Yu, Maloney, and Bresman), and the role of agents in transferring practices across cultural divides (Thomason, Hinds, Varlander, and Pearce). Together, the presentations address pressing issues in global teams, advancing our theoretical understanding of global team dynamics, as well as providing practical implications for managing and leading global teams. Understanding Global Team Participation. Presenter: Jennifer Gibbs; Rutgers U. Presenter: Cristina Gibson; U. of Western Australia. Presenter: Yana Grushina; U. of Western Australia. Cultural Brokerage and Creativity in Multicultural Teams. Presenter: Sujin Jang; INSEAD. The Role of Agents in Global Practice Transfer. Presenter: Bobbi Thomason; Stanford U. Presenter: Pamela Hinds; Stanford U. Presenter: Sara Varlander; Stockholm U. Presenter: Brandi Pearce; U. of California, Berkeley. Language and Knowledge Processes in Multi-Cultural Teams. Presenter: Mary Zellmer-Bruhn; U. of Minnesota. Presenter: Lingtao Yu; U. of Minnesota. Presenter: Mary M. Maloney; U. of St. Thomas. Presenter: Henrik Bresman; INSEAD [ABSTRACT FROM AUTHOR]

Research has shown that collective efficacy, defined as a group's shared perception of its ability to successfully perform a task, positively influences team outcomes. And yet, we know relatively little about the factors and conditions that shape this important emergent state. Our goal was to build a comprehensive model of the factors that influence collective efficacy. And because it is team members who must process, accumulate, and make sense of information that can influence collective efficacy perceptions, we used a qualitative approach in which we asked informants to provide examples of situations where they felt more or less confident about their team's capability and to elaborate on the surrounding cues. This process resulted in a concept map containing 91 cues, from which we generated 5 higher-order clusters of antecedents. We labeled these clusters as follows: 1) team dynamics, 2) leadership, 3) work process, 4) team members, and 5) team performance. In the discussion section we focus on the unique contributions the study adds to the literature on the emergence of collective efficacy in teams and highlight new avenues for research on the topic. [ABSTRACT FROM AUTHOR]

Board performance research focused on individual director's economically-motivated behaviors and outcomes has generated inconsistent and disappointing results. Most research does not consider the board as a team, despite recent calls for a focus on collective board processes and behaviors. As 90% of directors rate their individual performance at very effective but only 30% rate overall board performance at an equivalent level, it is obvious that this gap needs to be addressed. The discrepancy between individual and team performance effectiveness was the focus of this research, based on original data from 182 directors and their assessment of their board's dynamic, team task performance efficacy, team potency and the impact of their activities as a board on firm profitability. Our findings show that director experience, social network and cultural intelligence as well as their ability to achieve high levels of team interaction, thereby lowering information asymmetry, have a significant impact on profitability. We found that this dynamic as well as team potency had a positive impact on profitability, while the focus on task performance compliance quality had a significantly negative effect on profitability. The insights of this study should help boards and their advisors better focus their efforts to improve team dynamic, optimize board interactions and refocus their attention on value-creating activities. We also believe improving board team dynamics will have an unintended consequence of bring a level of individual and team satisfaction back to the boardroom. [ABSTRACT FROM AUTHOR]