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Team cohesiveness plays a crucial role in effective teamwork, innovation, and improved performance, and as such, its development among team members is an essential part of team management. However, it may be disregarded by leaders with a high bottom-line mentality (BLM, a single-minded focus on the bottom line at the expense of other values or priorities). These leaders may show little interest in other priorities, such as ethical, social, or environmental considerations, and may be tempted to push their followers to go above and beyond what is expected, even if it means bending the rules, cutting corners, or engaging in other ethically problematic behaviors. We argue that although a team leader’s BLM may motivate followers to come together around the pursuit of a common goal, it may come at the expense of nurturing healthy interpersonal relationships, trust, and other important social resources within the team. Specifically, we argue that the way leaders with a high BLM approach their goals may affect team cohesiveness, and that it is particularly negative for female leaders. Using a large multi-national study, we found that this happens through increased directive and lowered participative leader behaviors.

Integrative negotiation in which employers and employees create value is a major necessity in the current challenging context. Collective labor negotiations in organizations are traditionally focused on mostly distributive issues, such as pay, working hours, and holidays. However, the current situation demands the inclusion of other issues of a potentially more integrative nature, such as telework, sustainability, and risk prevention, the enhancement of which is a major challenge for organizations. In this study, we explore the negotiation process between management and employee representatives (ERs), analyzing the roles of trust and trustworthiness. We collected data from 614 human resources managers from different organizations in 11 European countries. The results confirm that ERs who management perceive to be trustworthy have a greater influence on negotiation, particularly with regard to integrative as opposed to distributive issues, and that trust partially mediates this relationship. ispartof: FRONTIERS IN PSYCHOLOGY vol:12 ispartof: location:Switzerland status: published

Restricted by several institutional and structural constraints, the commercialization of university-based technology is inefficient in China. The present exploratory case study focused on Nuctech, a university spin-off high-tech company. The researchers observed, studied and analyzed the processes of the Nuctech's business development of the company, the process of the university-based technology transfer, and the establishment of Nuctech's innovation ecosystem. Our study fills in current research gaps by analyzing the “transplant with the soil”(TPS) mechanism in a systematical approach. We summarized the key features, the antecedents, and consequences of TPS mechanism, as well as its roles in transferring university-based technology and establishing a company's innovation ecosystem. By studying the case in the China context, the present research suggests that TPS mechanism may be particularly relevant and necessary when advanced cross- disciplinary complex technology need to be transferred, when the industry have only limited resources and poor absorptive capacities, when institutional and structural hindrances exist, and when university-industry relationship needs to be facilitated and strengthened toward the establishment of an innovation ecosystem.

In today’s turbulent business environment, innovation and organizational renewal are key. Employees are encouraged to act as intrapreneurs (entrepreneurs within their employing unit or organization) and instigate change from the bottom up. However, accomplishing this company wide is highly challenging. In this article, we examine the case of Wehkamp, a Dutch e-tailer that overcame these challenges and succeeded in creating a flourishing climate for intrapreneurship. We describe the three-step chronological process for intensive change wherein the initiatives of some intrapreneurs can produce widely held organizational value for intrapreneurship. Key to this change process are three insights: (1) Team leaders can feed the incremental and radical initiative of the few; (2) top management can give meaning and guard fairness to stimulate overall intrapreneurship; and (3) corporate entrepreneurship can be used to continuously revive widespread intrapreneurship. Organizations seeking to encourage intrapreneurship from their employees can benefit from these guidelines.

Purpose The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs. Design/methodology/approach Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software. Findings The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model. Research limitations/implications This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements. Practical implications In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship. Originality/value This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.

Objectives To investigate the prevalence of physicians and nurses involved in an adverse event within mental health. Materials and methods A quantitative, cross-sectional study was performed. Six Flemish psychiatric hospitals (Belgium) participated in this exploratory cross-sectional study. All psychiatrists and nurses working in these hospitals were invited to complete an online questionnaire in March 2013. Results 28 psychiatrists and 252 nurses completed the survey. 205 (73%) of the 280 respondents were personally involved at least once in an adverse event within their entire career. Respondents reported that the adverse event with the greatest impact was related to suicide in almost 64% of the cases. About one in eight respondents considered quitting their job because of it. Almost 18% declared that due to the impact of the event, they believed that the quality of the administered care was affected for longer than one month. Respondents stated that they received much support of colleagues (95%), the chief nurse (86%) and the partner (71%). Colleagues seemed to be most supportive in the recovery process. Conclusions Physicians and nurses working in inpatient mental health care may be at high risk to being confronted with an adverse event at some point in their career. The influence on health professionals involved in an adverse event on their work is particularly important in the first 4–24 h. Professionals at those moments had higher likelihood to be involved in another adverse event. Institutions should seriously consider giving support almost at that time.

Objectives When a patient safety incident (PSI) occurs, not only the patient, but also the involved health professional can suffer. This study focused on this so-called “second victim” of a patient safety incident and aimed to examine: (1) experienced symptoms in the aftermath of a patient safety incident; (2) applied coping strategies; (3) the received versus needed support and (4) the aspects that influenced whether one becomes a second victim. Materials and methods Thirty-one in-depth interviews were performed with physicians, nurses and midwives who have been involved in a patient safety incident. Results The symptoms were categorized under personal and professional impact. Both problem focused and emotion focused coping strategies were used in the aftermath of a PSI. Problem focused strategies such as performing a root cause analysis and the opportunity to learn from what happened were the most appreciated, but negative emotional responses such as repression and flight were common. Support from colleagues and supervisors who were involved in the same event, peer supporters or professional experts were the most needed. A few individuals described emotional support from the healthcare institution as unwanted. Rendered support was largely dependent on the organizational culture, a stigma remained among healthcare professionals to openly discuss patient safety incidents. Three aspects influenced the extent to which a healthcare professional became a second victim: personal, situational and organizational aspects. Conclusion These findings indicated that a multifactorial approach including individual and emotional support to second victims is crucial.

The conflict in the UK on pensions is a classic example of a collective sectorial conflict, with many institutes for higher education involved. In the UK (see Chap. 14 for details), employees have the right to strike, without previous attempts to find agreement through conciliation or mediation. We see here, that even while the actions continue, also ACAS as third party is invited by parties to mediate in the dispute. ACAS offers different third party services, including facilitation, conciliation and mediation related to the development and escalation of the conflict, and the requests of the parties. Typically, when collective conflicts arise and escalate, different third parties and different interventions are available. In this chapter we first present a model of development of these conflicts, and secondly, related interventions.

© 2017, © The Author(s) 2017. The model of social dialogue within organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties to this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to ‘soft factors’, such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates experiences and expectations of employee representatives on the part of human resource managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of employee representatives, cooperative conflict behaviours, informal relations and trust promoted the influence of employee representatives on organisational decision-making and the quality of these decisions. We discuss implications for different systems of industrial relations. JEL Code: J50. ispartof: Economic and Labour Relations Review vol:29 issue:2 pages:169-189 status: published

Background Patient safety is the central component of health-care quality. There is a lack of patient safety data in the occupied Palestinian territory. The aim of this study was to assess patient safety and explore relationships between patient safety culture and the prevalence of adverse events at the department level. Methods Between May 25, 2009, and June 1, 2010, the Arabic validated Hospital Survey on Patient Safety Culture was used to measure the norms and perceptions of health professionals regarding safety. The survey was used in eight medical departments in two hospitals (Al Makassed hospital and Al Ahli hospital in the West Bank; four departments per hospital). During the same period, a retrospective review of medical records was done to identify adverse events using the validated Palestinian version of the Global Trigger Tool. Descriptive statistics and Spearman's rho coefficient were used. Ethical approval was obtained from the participating hospital boards and the Palestinian health authorities, and written consent was obtained from participants. Findings 640 randomly selected records (320 records per hospital) were reviewed, and 428 health-care workers participated in the safety culture assessment (response rate 74%). 213 (50%) participants were nurses, 163 (38%) were doctors, and 52 (12%) were other health-care professionals. Patients had a mean age of 44·2 years (SD 19·6; range 18–95) and a mean length of stay of 4·8 days (SD 5·6; range 1–70). 91 (14%) records included an adverse event. Adverse events were negatively associated with the aggregate safety culture (r=–0·905; p=0·0009), hospital management support (r=–0·881; p=0·0017), non-punitive response to errors (r=–0·731; p=0·019), communication and feedback on errors (r=–0·905; p=0·0009), teamwork (r=–0·886; p=0·0021), organisational learning (r=–0·778; p=0·011), and supervisor actions promoting patient safety (r=–0·857; p=0·0029), indicating that departments with a more positive patient safety culture had lower rates of adverse events. Interpretations Safety must be improved for Palestinian patients. To promote patient safety, managers and policy makers should acknowledge and allocate resources for enhancing overall safety culture, hospital management support, non-punitive response, communication on errors, teamwork, organisational learning, and supervisor actions. Funding Research and development, KU Leuven, Leuven, Belgium.

Organization studies have investigated transformational leadership and employee engagement as key variables in the field. Recent calls in the literature propose further investigation of the link between leadership and engagement, through different levels within the organization. Hence, the current study examines the leadership–engagement relationship in more depth and introduces perceived corporate social responsibility as an organizational level mediator. Hypotheses were tested amongst employees in a European bank ( N = 5313) and were supported. This study contributes both to theory and practice by: (a) expanding the scope of transformational leadership effectiveness, specifically as a facilitator for employee engagement, and (b) demonstrating the contribution of perceived corporate social responsibility as a mediator in the relationship between transformational leadership and employee engagement.

Despite the increasing popularity of managerial coaching in organizations worldwide, little is known with regard to how gender and culture may affect managerial behavior. The present study is one of the first large-scale empirical studies on managerial coaching. Survey data were obtained from a sample of more than 130,000 practicing managers working in 51 countries/areas. First, we found that globally, female managers were reported to engage in more managerial coaching behavior than male managers. This result suggests that female managers may demonstrate more coaching behavior to deal with prejudice against them in organizations worldwide, because this behavior can effectively establish congruity between female managers’ gender role and leadership role. The second contribution of this study is to expand managerial coaching research into a cross-cultural context. We found that the coaching behavior of male managers is more susceptible to the influence of societal cultures than that of female managers. Taken together, this study has advanced our empirical and theoretical understanding of managerial coaching on a global scale. peerreview_statement: The publishing and review policy for this title is described in its Aims & Scope. aims_and_scope_url: http://www.tandfonline.com/action/journalInformation?show=aimsScope&journalCode=rijh20 ispartof: International Journal of Human Resource Management vol:27 issue:16 pages:1792-1812 status: published

© 2018 International Association for Conflict Management and Wiley Periodicals, Inc. Research on third party interventions in conflict has mostly focused on formal interventions by professional mediators or supervisors. Studies on informal and voluntary third party interventions by peers or someone else in a nonhierarchical position are very limited. The aim of this systematic review is to investigate empirical studies on peacemaking to (a) define the concept; (b) search for scales that measure peacemaking; (c) and identify outcomes of peacemaking. In total, our search led to 713 unique hits of which 12 were retained based on the predefined selection criteria. Based on the findings from the reviewed articles, we propose a definition of peacemaking and identify four components of peacemaking: relational, procedural, emotional, and content help. This study contributes to the current conflict management literature by focusing on informal and voluntary helping behavior in the context of conflicts (instead of formal interventions), while linking the literature on organizational citizenship behavior and research on third party interventions in the context of conflict. In practice, peacemakers play a crucial role in solving conflicts constructively and contribute as such to both individual and team functioning. ispartof: Negotiation and Conflict Management Research vol:11 issue:3 pages:204-224 status: published

INTRODUCTION: After an adverse event, not only patients and family members but also health-care professionals involved in the event become victims. More than 50% of all health-care professionals suffer emotionally and professionally after being involved in an adverse event. Support is needed for these "second victims" to prevent a further negative impact on patient care. OBJECTIVES: The aim of the study was to evaluate the prevalence and content of organizational‑level support systems for health-care professionals involved in an adverse event. METHODS: A survey was sent to 109 Belgian hospitals regarding 2 aspects: first, the availability of a protocol for supporting second victims; and, second, the presence of a contact person in the organization to provide support. A total of 59 hospitals participated in the study. Hospitals were asked to submit their protocols for providing support to second victims. A content analysis based on an Institute for Healthcare Improvement's white paper and the Scott Model was performed to evaluate the protocols. RESULTS: Thirty organizations had a systematic plan to support second victims. Twelve percent could not identify a contact person. The chief nursing officer was seen as one of the main contact people when something went wrong. In terms of the quality of the protocols, only a minority followed part of the international resources. CONCLUSIONS: A minority of hospitals are somewhat prepared to provide support for health-care professionals. Management should take a leadership role in establishing support protocols for their health-care professionals in the aftermath of an adverse event. ispartof: POLSKIE ARCHIWUM MEDYCYNY WEWNETRZNEJ-POLISH ARCHIVES OF INTERNAL MEDICINE vol:124 issue:6 pages:313-320 ispartof: location:Poland status: published

This paper examines the history of the management of the higher education sector in Tanzania. It reveals that government policies and management styles throughout the period from 1961 to the early 2000s created a culture of resistance within the higher education institutions, leading to struggles and many attempts to change the management of the sector. The authors analyse the effects of management practices in higher education and propose a model of institutional change that yields positive outcomes based on institutional needs and those of the academic faculty members.

Objective. The aim of this study was to evaluate patient safety levels in Palestinian hospitals and to provide guidance for policymakers involved in safety improvement efforts. Design. Retrospective review of hospitalized patient records using the Global Trigger Tool. Setting. Two large hospitals in Palestine: a referral teaching hospital and a nonprofit, non-governmental hospital. Participants. A total of 640 random records of discharged patients were reviewed by experienced nurses and physicians from the selected hospitals. Intervention. Assessment of adverse events. Main Outcome Measures. Prevalence of adverse events, their preventability and harm category. Descriptive statistics and Cohen kappa coefficients were calculated. Results. One out of seven patients (91 [14.2%]) suffered harm. Fifty-four (59.3%) of these events were preventable; 64 (70.4%) resulted in temporary harm, requiring prolonged hospitalization. Good reliability was achieved among the independent reviewers in identifying adverse events. The Global Trigger Tool showed that adverse events in Palestinian hospitals likely occur at a rate of 20 times higher than previously reported. Although reviewers reported that detecting adverse events was feasible, we identified conditions suggesting that the tool may be challenging to use in daily practice. Conclusion. One out of seven patients suffers harm in Palestinian hospitals. Compromised safety represents serious problems for patients, hospitals and governments and should be a high priority public health issue. We argue that direct interventions should be launched immediately to improve safety. Additional costs associated with combating adverse events should be taken into consideration, especially in regions with limited resources, as in Palestine.

In Western societies, family law has transformed from a hierarchical relationship into a system of gender-neutral equality aspiring terms. Many families however, still apply traditional, gendered patterns in their division of labour and family life, even in a country like The Netherlands which is characterised by strong gender egalitarianism. In this paper we argue that the division of gender-based roles in family life affects power distribution in divorce mediation as well as the use of certain power resources by men and women. To test this, we survey 60 experienced Dutch mediators and introduce a new classification model for power sources distinguishing between material and immaterial power. As predicted, in divorce mediation, mediators perceive generally an equal power distribution between men and women, but power bases differ strongly: whereas men were considered to rely more on material resources, women were considered to rely more on immaterial resources. Implications for mediation practice are discussed.

In this article, we review the literature on workplace mediation. To organize the literature in a logical way, we have relied primarily on the model of Margaret Herrman and her colleagues and examine the important influence of culture and feedback loops on the practice of workplace mediation. Workplace mediation has become a frequent practice in the United States, Europe, much of Asia, and Australia. In the literature, we have found various descriptions of this practice as well as long lists of its assumed benefits, but empirical studies examining the effectiveness of workplace mediation have been few; a limited number of studies have investigated which conditions ensure the effectiveness of workplace mediation, and few studies have relied on observations. As such, workplace mediation represents an underdeveloped research area. In this article, we describe the findings from the existing literature and offer suggestions for future research.

Societies, labor markets, and work relationships face fast changes, and several dynamics are shaping a new landscape which includes workers with diverse cultures and backgrounds. However, if changes are not managed well, they might be perceived as chaotic, and the results might be different from those expected. Walking through the Circle of Inclusion, we are going to highlight how the organizational change for inclusion might be fostered through Social Dialogue, pointing out the role played by all the actors involved, such as HRM, supervisors, unions and work councils. Moreover, the chapter discusses how inclusion contributes to build a business case for diversity, and the role that it plays in promoting sustainable organizations and societies.

This introductory chapter shows the way the handbook explores whether and how organizations can be transformed so as to promote equity, voice, participation and empowerment in the workplace. In doing so we examine the role that Social Dialogue can play in encouraging organizational change for inclusion. In this chapter, we propose that shaping inclusive workplaces requires a sustainable change and constant adjustment. In the path towards inclusive organizations, Human Resource managers are key change agents of the continuous change needed. We propose the Circle of Inclusion as the model to outline inclusive organizations. From a holistic approach, this model covers the main HRM strategies showing how to develop good practices taking into account different organizational and national contexts. Thus, an initial step towards creating more and better work for all is to address these inequalities through the whole HRM system, giving voice and participation through Social Dialogue, in order to achieve the successful continuous change needed.

In this case study, we discuss how the management of Saint Barbara Hospital in Belgium consciously opted for an inclusive HR policy on the occasion of a radical and comprehensive change. First, we explain what exactly included the change. Then we describe the guiding principles used by the management with regard to inclusion as well as the initiatives they took to make the policy concrete. The manager of Saint Barbara defined inclusion as the intentions he and his team had, as well as the actions they took, to make coworkers and their representatives, whatever their age, ethnicity or gender, as much partner of their policy as possible. Finally, we see what lessons can be drawn from this case.

BACKGROUND: Human errors occur everywhere, including in health care. Not only the patient, but also the involved health professional is affected (ie, the "second victim"). OBJECTIVES: To investigate the prevalence of health care professionals being personally involved in a patient safety incident (PSI), as well as the relationship of involvement and degree of harm with problematic medication use, excessive alcohol consumption, risk of burnout, work-home interference (WHI), and turnover intentions. RESEARCH DESIGN: Multilevel path analyses were conducted to analyze cross-sectional survey data from 37 Belgian hospitals. SUBJECTS: A total of 5788 nurses (79.4%) and physicians (20.6%) in 26 acute and 11 psychiatric hospitals were included. MEASURES: "Involvement in a patient safety incident during the prior 6 months," "degree of harm," and 5 outcomes were measured using self-report scales. RESULTS: Nine percent of the total sample had been involved in a PSI during the prior 6 months. Involvement in a PSI wasrelated to a greater risk of burnout (β=0.40, OR=2.07), to problematic medication use (β=0.33, OR=1.84), to greater WHI (β=0.24), and to more turnover intentions (β=0.22). Harm to the patient was a predictor of problematic medication use (β=0.14, OR=1.56), risk of burnout (β=0.16, OR=1.62), and WHI (β=0.19). CONCLUSIONS: Second victims experience significant negative outcomes in the aftermath of a PSI. An appropriate organizational response should be provided to mitigate the negative effects.

OBJECTIVE: To examine individual, situational and organisational aspects that influence psychological impact and recovery of a patient safety incident on physicians, nurses and midwives. DESIGN: Cross-sectional, retrospective surveys of physicians, midwives and nurses. SETTING: 33 Belgian hospitals. PARTICIPANTS: 913 clinicians (186 physicians, 682 nurses, 45 midwives) involved in a patient safety incident. MAIN OUTCOME MEASURES: The Impact of Event Scale was used to retrospectively measure psychological impact of the safety incident at the time of the event and compare it with psychological impact at the time of the survey. RESULTS: Individual, situational as well as organisational aspects influenced psychological impact and recovery of a patient safety incident. Psychological impact is higher when the degree of harm for the patient is more severe, when healthcare professionals feel responsible for the incident and among female healthcare professionals. Impact of degree of harm differed across clinicians. Psychological impact is lower among more optimistic professionals. Overall, impact decreased significantly over time. This effect was more pronounced for women and for those who feel responsible for the incident. The longer ago the incident took place, the stronger impact had decreased. Also, higher psychological impact is related with the use of a more active coping and planning coping strategy, and is unrelated to support seeking coping strategies. Rendered support and a support culture reduce psychological impact, whereas a blame culture increases psychological impact. No associations were found with job experience and resilience of the health professional, the presence of a second victim support team or guideline and working in a learning culture. CONCLUSIONS: Healthcare organisations should anticipate on providing their staff appropriate and timely support structures that are tailored to the healthcare professional involved in the incident and to the specific situation of the incident. ispartof: BMJ OPEN vol:6 issue:8 ispartof: location:England status: published

A common assumption of the works included in this volume is that trust and cooperation are fundamental elements of contemporary industrial relations. This concluding chapter elaborates two ‘grant’ theories that sustain the guiding threat of the book: the theory of Cooperation and Competition, related to the topic of conflict management by promoting constructive controversy between partners, and the Social Exchange theory, related with the distinction between social and economic exchanges in the employment relations, and the expectation of reciprocity as an important social exchange outcome. The chapter addresses some implications for future research to foster the construction of trust and constructive conflict management in organizations.

In this chapter we explore the specific characteristics of industrial relations conflict and focus on the trust building, distrust and trust repair elements. The tree of trust will be presented as a model which conceptualizes these elements in the complex framework of industrial relations.

The rapidly changing socioeconomic environment leads organizations to high speed adaptation. In these circumstances, management and workers face several challenges affecting both the trust between the parties and the promotion of constructive conflict management. Industrial relations conflicts and its resolution can take different forms. In this chapter we introduce examples which illustrate this diversity, the challenges in organizations, and give an overview of the chapters in this volume.

In this chapter, we introduced the concept of resilience as especially relevant for soldiers as they nowadays operate in cumulative stressful environments. Resilience is different from traditional approaches to building, maintaining and restoring soldiers’ adaptation capabilities, because it focuses on positive adjustment besides the absence of pathology after a potentially traumatic event. We introduced the definition of military resilience the ability to maintain optimal performance during acute situations, positively recover afterwards, and sustain combat motivation under chronic stressful circumstances. Whether a soldier is resilient depends on the available internal and external resources. Several internal and external resources have been identified. However, not many studies have investigated the interplay between internal and external resources. More knowledge on the combined effects of these resources could provide valuable insights in how to best enhance military resilience. We discussed existing resilience interventions for personnel in high-risk occupations. Most interventions focused on individual resources and were based on cognitive principles that aim to enhance awareness and knowledge that will enable a soldier to better cope with stressful situations. Although these interventions addressed the positive adaptation perspective of resilience, the full range of resources has yet to be capitalized upon. In addition, only a few interventions explicitly aim to enhance resilience through external resources. Future interventions should include the positive adaptation perspective and address external resources to enhance effectiveness of resilience interventions.

In order to study the impact of interventions on multidisciplinary teamwork in care processes, relevant indicators need to be defined. In the present study, the authors performed a Delphi survey of a purposively selected expert panel consisting of scientific researchers and hospital managers. Thirty-six experts from 13 countries participated. Each participant rated a list of team indicators on a scale of 1–6. Consensus was sought in two consecutive rounds. The content validity index (CVI) varied from 8% to 92%. A final list of 19 indicators was generated: 5 on team context/structure, 8 on team process, and 6 on team outcomes. Most relevant team indicators were as follows: “team relations,” “quality of team leadership,” “culture/climate for teamwork,” “team perceived coordination of the care process,” and “team vision.” Scientific researchers and hospital managers that want to study and improve multidisciplinary teamwork in care processes should primarily focus on these team indicators.

ObjectivesTo investigate the relationships between patient safety culture (PSC) dimensions and PSC self-reported outcomes across different cultures and to gain insights in cultural differences regarding PSC.DesignObservational, cross-sectional study.SettingNinety Belgian hospitals and 13 Palestinian hospitals.ParticipantsA total of 2836 healthcare professionals matched for profession, tenure and working hours.Primary and secondary outcome measuresThe validated versions of the Belgian and Palestinian Hospital Survey on Patient Safety Culture were used. An exploratory factor analysis was conducted. Reliability was tested using Cronbach’s alpha (α). In this study, we examined the specific predictive value of the PSC dimensions and its self-reported outcome measures across different cultures and countries. Hierarchical regression and bivariate analyses were performed.ResultsEight PSC dimensions and four PSC self-reported outcomes were distinguished in both countries. Cronbach’s α was α≥0.60. Significant correlations were found between PSC dimensions and its self-reported outcome (p value range ConclusionTo promote patient safety in Palestine and Belgium, staffing and communication regarding errors should be improved in both countries. Initiatives to improve hospital management support and establish constructive learning systems would be especially beneficial for patient safety in Palestine. Future research should address the association between safety culture and hard patient safety measures such as patient outcomes.

PurposeThis study seeks to examine the association of employee's evaluation of organizational restructuring with the destruction of old social capital, development of new social capital, and the mediating role of perceived organizational support (POS).Design/methodology/approachData were used from 419 teachers of Dutch secondary schools using hierarchical regression analyses.FindingsResults show that more positive employees' evaluation of the organizational restructuring are less likely to remain relying on old social capital resources, and score higher on development of new social capital. Moreover, POS mediated the association of employee's evaluation of the organizational restructuring with old and new social capital.Research limitations/implicationsFuture research, utilizing longitudinal designs and experiments that better lend it to causal inferences, are needed to examine relationships between organizational restructuring, POS, and social capital.Originality/valueThe results of this study provide a first step toward outlining the importance of organizational restructuring for social capital theory and how employees cope with transition to different work units. In organizations, having a shared language and narratives may allow team members to more easily integrate knowledge and provide better support to one another. Moreover, a common perspective and understanding among team members may allow employees members to anticipate the behavior of other members, thus promoting organizational efficiency and effectiveness.

In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.

This chapter offers a general picture of the experiences with and expectations towards employee representatives of more than 700 HR managers in 11 European countries. First, the most salient trends in the countries are presented based on the NEIRE model, describing outcomes and factors contributing to a constructive and innovative social dialogue. The conclusions of the 11 studies are summarized in ten ideas for achieving cooperative and innovative industrial relations. These ten ideas illustrate the wishes of employers towards improvement of social dialogue and bring us one step further in understanding the current European industrial relations systems and the expectations, concerns and objectives of employers. Overall, improving the quality of social dialogue is perceived as the healthiest and fairest way to make decisions in a democratic organizational context.

Worldwide, and also within the European Union, there is a strong debate on the conditions for a creative social dialogue in organizations. The problem-solving potential of this formal dialogue between employer and employee representatives is crucial and has already been shown in different organizations, however, is not always easy to achieve. In this chapter, we first discuss the role of social dialogue in Europe and the changes that currently take place. Then we present the framework of the studies forming the base of this book: the New European Industrial Relations (NEIRE) model. This model focuses on outcomes and key factors contributing to creative social dialogue in European organizations. At the end of the chapter we briefly describe the results of surveys and interviews gathered from more than 700 human resources managers in eleven European countries, participating in this project.

This study addresses three issues. First, characteristics of Dutch police work and the stressful aspects of this work are described. Second, the levels of burnout of Dutch police officers are assessed in terms of emotional exhaustion, depersonalization, and personal accomplishment. Finally, burnout is related to the use of force by police officers. Data were collected through participant observation during 122 patrol shifts and by a questionnaire distributed to police officers ( N = 358). Organizational hazards emerged as the most frequently stressful and demanding aspects of police work. Compared to other professions, police officers score relatively low on emotional exhaustion, relatively high on depersonalization, and average on personal accomplishment. Significant relationships were found between burnout of police officers and a positive attitude toward the use of force, the self-reported use of force, and the independently observed use of force. Implications for research, police management, and police training are discussed.

Purpose The purpose of the study was to explore in literature what different leadership styles and behaviors of head nurses have a positive influence on the outcomes of patient safety or quality of care. Design/methodology/approach We reviewed the literature from January 2000 until September 2011. We searched Pubmed, Embase, Cinahl, Psychlit, and Econlit. Findings We found 10 studies addressing the relationship between head nurse leadership and safety and quality. A wide array of styles and practices were associated with different patient outcomes. Transformational leadership was the most used concept in the studies. A trend can be observed over these studies suggesting that a trustful relationship between the head nurse and subordinates is an important driving force for the achievement of positive patient outcomes. Furthermore, the effects of these trustful relationships seem to be amplified by supporting mechanisms, often objective conditions like clinical pathways and, especially, staffing level. Value/originality This study offers an up-to-date review of the limited number of studies on the relationship between nurse leadership and patient outcomes. Although mostly transformational leadership was found to be responsible for positive associations with outcomes, also contingent reward had positive influence on outcomes. We formulated some comments on the predominance of the transformational leadership concept and suggested the application of complexity theory and political leadership for the current context of care. We formulated some implications for practice and further research, mainly the need for more systematic empirical and cross cultural studies and the urgent need for the development of a validated set of nurse-sensitive patient outcome indicators.

BACKGROUND: One out of seven patients is involved in an adverse event. The first priority after such an event is the patient and their family (first victim). However the involved health care professionals can also become victims in the sense that they are traumatized after the event (second victim). They can experience significant personal and professional distress. Second victims use different coping strategies in the aftermath of an adverse event, which can have a significant impact on clinicians, colleagues, and subsequent the patients. It is estimated that nearly half of health care providers experience the impact as a second victim at least once in their career. Because of this broad impact it is important to offer support. OBJECTIVE: The focus of this review is to identify supportive interventional strategies for second victims. STUDY DESIGN: An extensive search was conducted in the electronic databases Medline, Embase and Cinahl. We searched from the start data of each database until September 2010. RESULTS: A total of 21 research articles and 10 non-research articles were identified in this literature review. There are numerous supportive actions for second victims described in the literature. Strategies included support organized at the individual, organizational, national or international level. A common intervention identified support for the health care provider to be rendered immediately. Strategies on organizational level can be separated into programs specifically aimed at second victims and more comprehensive programs that include support for all individuals involved in the adverse event including the patient, their family, the health care providers, and the organization. CONCLUSION: Second victim support is needed to care for health care workers and to improve quality of care. Support can be provided at the individual and organizational level. Programs need to include support provided immediately post adverse event as well as on middle long and long term basis. ispartof: International Journal of Nursing Studies vol:50 issue:5 pages:678-687 ispartof: location:England status: published

BACKGROUND: A growing global interest in patient safety culture has increased the development of validated instruments to asses this phenomenon. The aim of this study is to investigate the psychometric properties of the Hospital Survey on Patient Safety Culture (HSOPSC) and its appropriateness for Arab hospitals. METHODS: The 7-step guideline of the Agency for Healthcare Research and Quality was used to translate and validate the HSOPSC. A panel of experts evaluated the face and content validity indexing of the Arabic version. Data were collected from 13 Palestinian hospitals including 2022 healthcare professionals who had direct or indirect interaction with patients, hospital supervisors, managers and administrators. Descriptive statistics and psychometric evaluation (a split-half validation technique) were then used to test and strengthen the validity and reliability of the instrument. RESULTS: With respect to face and content validity, the CVI analysis showed excellent results for the Arab context (CVI = 0.96). As to construct validity, the 12 original dimensions could not be applied to the Palestinian data. Furthermore, three of the 12 original dimensions were not reliable (alpha

This study explores causes of conflicts and conflict management in change initiatives in Tanzanian universities. Top managers, deans and academic staff (N=56) in three universities were interviewed. The findings reveal that directive leadership processes, lack of needs fulfillment and poor working conditions were the main sources of conflicts in change initiatives. Leaders practice mostly a dominating style of conflict management in change initiatives. Implications for conflict management styles on employee well-being in change processes are discussed.

Effective interprofessional teamwork is an essential component for the delivery of high-quality patient care in an increasingly complex medical environment. The objective is to evaluate whether the implementation of care pathways (CPs) improves teamwork in an acute hospital setting.A posttest-only cluster randomized controlled trial was performed in Belgian acute hospitals. Teams caring for patients hospitalized with a proximal femur fracture and those hospitalized with an exacerbation of chronic obstructive pulmonary disease, were randomized into intervention and control groups. The intervention group implemented a CP. The control group provided usual care. A set of team input, process, and output indicators were used as effect measures. To analyze the results, we performed multilevel statistical analysis.Thirty teams and a total of 581 individual team members participated. The intervention teams scored significantly better in conflict management [β=0.30 (0.11); 95% confidence interval (CI), 0.08 to 0.53]; team climate for innovation [β=0.29 (0.10); 95% CI, 0.09 to 0.49]; and level of organized care [β=5.56 (2.05); 95% CI, 1.35 to 9.76]. They also showed lower risk of burnout as they scored significantly lower in emotional exhaustion [β=-0.57 (0.21); 95% CI, -1.00 to -0.14] and higher in the level of competence (β=0.39; 95% CI, 0.15 to 0.64). No significant effect was found on relational coordination.CPs are effective interventions for improving teamwork, increasing the organizational level of care processes, and decreasing risk of burnout for health care teams in an acute hospital setting. Through this, high-performance teams can be built.

Adverse events within health care settings can lead to two victims. The first victim is the patient and family and the second victim is the involved health care professional. The latter is the focus of this review. The objectives are to determine definitions of this concept, research the prevalence and the impact of the adverse event on the second victim, and the used coping strategies. Therefore a literature research was performed by using a three-step search procedure. A total of 32 research articles and 9 nonresearch articles were identified. The second victim phenomenon was first described by Wu in 2000. In 2009, Scott et al. introduced a detailed definition of second victims. The prevalence of second victims after an adverse event varied from 10.4% up to 43.3%. Common reactions can be emotional, cognitive, and behavioral. The coping strategies used by second victims have an impact on their patients, colleagues, and themselves. After the adverse event, defensive as well as constructive changes have been reported in practice. The second victim phenomenon has a significant impact on clinicians, colleagues, and subsequent patients. Because of this broad impact it is important to offer support for second victims. When an adverse event occurs, it is critical that support networks are in place to protect both the patient and involved health care providers. ispartof: Evaluation & the Health Professions vol:36 issue:2 pages:135-162 ispartof: location:United States status: published

BACKGROUND: Although care pathways are often said to promote teamwork, high-level evidence that supports this statement is lacking. Furthermore, knowledge on conditions and facilitators for successful pathway implementation is scarce. The objective of the European Quality of Care Pathway (EQCP) study is therefore to study the impact of care pathways on interprofessional teamwork and to build up understanding on the implementation process. Methods/design An international post-test-only cluster Randomised Controlled Trial (cRCT), combined with process evaluations, will be performed in Belgium, Ireland, Italy, and Portugal. Teams caring for proximal femur fracture (PFF) patients and patients hospitalized with an exacerbation of chronic obstructive pulmonary disease (COPD) will be randomised into an intervention and control group. The intervention group will implement a care pathway for PFF or COPD containing three active components: a formative evaluation of the actual teams' performance, a set of evidence-based key interventions, and a training in care pathway-development. The control group will provide usual care. A set of team input, process and output indicators will be used as effect measures. The main outcome indicator will be relational coordination. Next to these, process measures during and after pathway development will be used to evaluate the implementation processes. In total, 132 teams have agreed to participate, of which 68 were randomly assigned to the intervention group and 64 to the control group. Based on power analysis, a sample of 475 team members per arm is required. To analyze results, multilevel analysis will be performed. DISCUSSION: Results from our study will enhance understanding on the active components of care pathways. Through this, preferred implementation strategies can be defined. Trail registration NCT01435538. ispartof: Implementation Science vol:7 issue:47 pages:1-12 ispartof: location:England status: published

Trust in leadership is essential in high-risk work-environments such as the military. Without a willingness to be vulnerable to the leader’s directives, soldiers may lose their focus and become less prepared to respond to operational demands. The present research examined how trust in different hierarchical leaders affects soldiers’ morale, defined by his or her enthusiasm and dedication to mission goals. Dutch soldiers’ (N=1413), part of different work units of the International Security Assistance Force for Afghanistan (2009-2010), filled out a self-report on their personal morale and trust in three hierarchical leaders. Generalized Equation Modeling (GEE) was used to account for the correlation among multiple responses made per participant. Results showed that, in general, the relationship between soldiers’ morale and trust in leadership is qualified by hierarchical distance. Leaders who stand more closely to their followers have more impact on followers’ job-related well-being as compared to higher hierarchical leaders. However, taking the characteristics of the job context into account changed the relationship between leaders and soldiers’ morale. Results provide insights on when military leaders should invest on forming closer relations with their followers or when they should operate at a distance.

This study investigated the relationship between transformational leadership and customer satisfaction, mediated by task conflict and team cohesion. We used a sample of 319 retail branches from a Belgian bank and scores from 16,459 customers regarding the quality of service provided. Our research model was confirmed using Confirmatory Factor Analyses. Further we found evidence for the mediation of team conflict between transformational leadership and customer satisfaction. However, the hypothesis that team cohesion mediates the relationship between transformational leadership and customer satisfaction was not confirmed. Strengths, limitations and future research are discussed.

Numerous researchers from various disciplines agreed that trust has important benefits for organizations (Dirks & Ferrin, 2001) and their members (Kramer, 1999). However we sometimes find not that easy to achieve the appreciated and desired trust in employment relationships. In this paper, firstly we define the concept of trust and its importance in the European industrial relations. Secondly, we explore how employee representatives (ER) around Europe perceive the relationship with management as well as with co-workers, focusing on trust. Finally, we will conclude with a discussion and some practical recommendations that can help ERs to increase trusty relationships, improving the capacity to participate in the decision making process and leading to a more constructive conflict management., Numerosos investigadores provenientes de várias disciplinas concordam em que a confiança gera benefícios importantes tanto para as organizações (Dirks & Ferrin, 2001) como para seus membros (Kramer, 1999). No entanto, algumas vezes não é fácil alcançar o nível de confiança valorizado e desejado nas relações laborais. Neste artigo, em primeiro lugar, analisamos o conceito de confiança e sua importância no âmbito das relações laborais Europeias. Em segundo lugar, exploramos como os representantes sindicais (ER) na Europa percebem a sua relação com a Direcção bem como com os seus colegas de trabalho, com foco no papel da confiança. Finalmente, concluiremos com uma discussão e algumas recomendações práticas que podem ajudar aos ER a fomentar relações mais confiáveis, contribuindo dessa maneira para melhorar a sua capacidade de participação em processos de tomada de decisão e, consequentemente, para um estilo de gestão do conflito mais construtivo.

Care pathways are often said to promote interprofessional teamwork. As no systematic review on pathway effectiveness has ever focused on how care pathways promote teamwork, the objective of this review was to study this relationship. We performed an extensive search of electronic databases and identified 26 relevant studies. In our analysis of these studies we identified 20 team indicators and found that care pathways positively affected 17 of these indicators. Most frequently positive effects were found on staff knowledge, interprofessional documentation, team communication and team relations. However, the level of evidence was rather low. We found Level II evidence for improved interprofessional documentation. We also found Level II evidence for increased workload; improved actual versus planned team size; and improved continuity of care. The studies most frequently mentioned the need for a multidisciplinary approach and educational training sessions in order for pathways to be successful. The systematic review revealed that care pathways have the potential to support interprofessional teams in enhancing teamwork. Necessary conditions are a context that supports teamwork and including appropriate active pathway components that can mediate an effect on team processes. To achieve this, each care pathway requires a clearly defined team approach customized to the individual teams’ needs.

This article aims to analyse the role of library managers as change agent when implementing Library 2.0, using transformational leadership and stakeholder management approaches. To do so, a case study in a Latin American academic library was performed. The experiences acquired for a period of six years were analysed, during which three library managers were involved in managing change. Qualitative data from documents, interviews, and observations were collected, and qualitative analysis methods were used to obtain in-depth understanding of the change process. Results show that lack of transformational leadership and stakeholder management contribute to delayed implementation and limited adoption of innovations. Although library managers recognized the importance of different stakeholders to implement changes, they did not apply systematic and proactive strategies to define and manage them. All in all, library managers should be trained as change agents, with emphasis on transformational leadership and stakeholder management skills. ispartof: The Liber Quarterly vol:24 issue:2 pages:55-83 status: published

Conflicts of interest between management and employees are part of organizational life. To manage these conflicts, employee representatives (ERs) often participate in organizational decision-making. The objectives of this article were to investigate the relation between perceived competences of ERs and their influence on organizational decision-making in different types of issues, and the mediating effect of ERs' conflict behaviors on these relations. To test the hypotheses, which are based on theories of power and conglomerate conflict behavior, survey data from 614 human resources directors from 11 European countries were analyzed using structural equation modeling. Results show that perceived competences are positively related to the influence of ERs on decision-making, both for traditional and for innovative issues. Perceived competence is positively related to cooperative and negatively related to competitive conflict behavior. Conglomerate conflict behavior partly mediates the relation between perceived competences and influence. Implications for representative influence are discussed.