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Modern careers are enacted in turbulent and stressful environments and workers face increasing uncertainty in navigating their careers. Therefore, it is essential to support workers in coping with stress by enhancing their resilience. We propose that strengths-based leaders help their workers to find their own unique pathway to developing resilience by building upon their pre-existing strengths. In turn, we propose that resilience allows workers to transform the support and opportunities provided by their strengths-based leader into the active state of work engagement. We conducted a two-wave time-lagged survey among a representative sample of 1,095 Dutch employees. Results of our structural equation modelling indicated that T1 strengths-based leadership was positively related to T2 employee work engagement and that T2 employee resilience mediated the relationship between strengths-based leadership (T1) and employee work engagement (T2). We conclude that strengths-based leadership might be a tool to develop a resilient and engaged workforce and make suggestions for developing strengths-based leadership.

Purpose: To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future., Methods: In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline., Results: Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being., Conclusion: Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers., (© 2024. The Author(s).)

Background: Despite the societal importance to improve understanding of the role of employers in the inclusion of workers with a distance to the labor market, scant knowledge is available on the effectiveness of human resource management (HRM) bundles for the inclusion of vulnerable workers., Objective: This paper studies which HRM bundles are applied by employers that hired people with a distance to the labor market, and to what extent these different bundles of HRM practices are related to employment of workers with specific vulnerabilities, such as people with disabilities or people with a migration background., Methods: A latent class analysis of 1,665 inclusive employers was used to identify HRM bundles based on seven HRM practices: financial support practices, specialized recruitment, promotion and career opportunities, training opportunities, part-time work, job crafting, and adaptations to the workplace., Results: Six bundles were identified: a recruitment and development bundle (34.4% of employers), a development bundle (24.8%), maintenance-focused practices (16.5%), a recruitment bundle (9.4%), a sustainable employment bundle (8.9%), and passive HRM (6.0%). Post-hoc analyses showed the probability of hiring specific vulnerable groups for each bundle (e.g., sustainable employment bundles showed the highest overall probability to hire people with a physical disability)., Conclusion: Nuancing what is suggested in strategic HRM literature, we conclude that both extensive HRM and focused HRM bundles can be successful for the employment of vulnerable workers. In conclusion, there is no one-size-fits-all approach to inclusive employment and employers, large or small, can tailor their HRM systems to include vulnerable workers.

In conversations, activated stereotypes about conversation partners can influence communicative behaviors. We investigate whether and how stereotypes about categorized conversation partners shape topic choice and the types of questions asked. In three experiments, participants imagined having a conversation. Gender or age stereotypes of the conversation partner were manipulated by means of a picture. Results show a higher likelihood of addressing conversation and question topics consistent with stereotypic expectancies about conversation partners. Moreover, stereotypes were reflected in subtle variations in question formulations. When questions address stereotype-consistent topics, they are likelier formulated with high-frequency adverbs and positive valence, while questions addressing stereotype-inconsistent topics more likely contain low-frequency adverbs and negative valence. In addition, Experiment 4 suggests that recipients are sensitive to detect that questions reflect stereotypes about themselves, which can influence the evaluation of the conversation and partner. We discuss the consequences of biased question asking for interpersonal conversation and stereotype maintenance., Competing Interests: Declaration of Conflicting InterestsThe author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Background: Despite the abundant availability of effective medication adherence interventions, uptake of these interventions into routine care often lacks. Examples of effective medication adherence interventions include telephone counseling, consult preparation and the teach-back method. Assessing context is an important step in understanding implementation success of interventions, but context is often not reported or only moderately described. This study aims to describe context-specific characteristics in four living labs prior to the implementation of evidence-based interventions aiming to improve medication adherence., Methods: A qualitative study was conducted within four living labs using individual interviews (n = 12) and focus groups (n = 4) with project leaders and involved healthcare providers. The four living labs are multidisciplinary collaboratives that are early adopters of medication adherence interventions in the Dutch primary care system. Context is defined as the environment or setting in which the proposed change is to be implemented. Interview topics to assess context were formulated based on the 'inner setting' and 'outer setting' domains of the Consolidated Framework for Implementation Research (CFIR). Interviews were recorded and transcribed verbatim. Transcripts were deductively analyzed., Results: A total of 39 community pharmacists, pharmacy technicians, general practitioners and a home care employee participated in the (focus group) interviews. All four living labs proved to be pharmacy-driven and characterized by a high regard for innovation by staff members, a positive implementation climate, high levels of leadership engagement and high compatibility between the living labs and the interventions. Two living labs were larger in size and characterized by more formal communication. Two living labs were characterized by higher levels of cosmopolitanism which resulted in more adaptable interventions. Worries about external policy, most notably lack of reimbursement for sustainment and upscaling of the interventions, were shared among all living labs., Conclusions: Contextual characteristics of four living labs that are early adopters of medication adherence interventions provide detailed examples of a positive implementation setting. These can be used to inform dissemination of medication adherence interventions in settings less experienced in implementing medication adherence interventions., (© 2023. BioMed Central Ltd., part of Springer Nature.)

Research indicates that Positive Psychology Interventions (PPIs) in the work context have a small positive impact on improving desirable work outcomes, and a small to moderate effect on reducing undesirable work outcomes, suggesting that the effects of PPIs are not trivial, but also not large. Whereas this may be related to the difficulty of changing oneself or one's happiness levels, the relatively small effects of PPIs may also be due to the predominant use of one-off interventions instead of more structural interventions that reflect policy level commitment. Furthermore, since most PPIs tend to focus on the individual, one could question the long-term effectiveness of such interventions, especially when the work environment remains unchanged. In this manuscript, I introduce a typology of PPIs in organizations by distinguishing between the organizational level they target (the individual or group level), and between one-off and structural interventions. I argue that different types of interventions can strengthen each other, and that to make a sustainable contribution to the optimal functioning of workers, PPIs need to comprise a wide variety of one-off and structural interventions targeting both individuals and groups in organizations. Furthermore, I make suggestions for improving the long-term effectiveness of PPIs by drawing on the literature on transfer of training, nudging, and positive design., Competing Interests: The author declares that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2021 van Woerkom.)

Forensic healthcare workers deal with patients with severe psychiatric and behavioral problems that put them at an increased risk of developing work-related stress and burnout. Working with this target group of patients during the Coronavirus disease 2019 (Covid-19) pandemic with far-reaching restrictive measures can negatively affect the psychological well-being of forensic workers. Research suggests that resilience can buffer workplace stress and contribute positively to psychological well-being. However, research on resilience, psychological well-being and work-related stress among forensic healthcare workers is still lacking. Therefore, in this study, we investigated the interrelations between psychological well-being and resilience on the one hand and work-related stress and Covid-19 fear-related symptoms on the other hand. Self-report data were obtained from 318 healthcare workers (73.9% women) working in three Forensic Psychiatric Centers ( M age = 44.20, SD = 14.31) and are in direct contact with forensic patients. The data were analyzed using network analysis. Consistent with previous research, the results showed that workplace stress and fear associated with the Covid-19 pandemic can be detrimental to workers' psychological well-being, while resilience can serve as a protective factor against being personally attacked or threatened by patients at the workplace. Last but not least, we identified highly central symptoms, namely tremors due to the fear of the coronavirus and anxiety when other people coughing , which would be the best candidates for future treatment targets. This knowledge can help clinicians optimize interventions to reduce workplace stress and fear due to the pandemic. Future studies should aim to replicate our findings in a larger and more representative sample of forensic healthcare workers., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2021 Bogaerts, van Woerkom, Erbaş, De Caluwé, Garofalo, Frowijn, Jeandarme, Masthoff and Janković.)

Aim: To investigate the effects of a napping facility and therapy glasses on fatigue and well-being at the end of the night shift., Background: Night shift work has adverse effects on fatigue and well-being., Methods: A quasi-experimental study was conducted, and data were collected on 243 night shifts of 95 nurses who had either access to a napping facility, therapy glasses, both facilities or no facilities. Multilevel analyses were conducted to predict fatigue and well-being., Results: Night shifts of nurses having access to both facilities were associated with less fatigue and more well-being. The use of therapy glasses related negatively to fatigue and positively to well-being. The use of the napping facility was not associated with fatigue and well-being. However, having slept while napping and sleeping time during napping were negatively associated with fatigue and positively associated with well-being., Conclusion: Therapy glasses and sleeping in a napping facility can be effective interventions in reducing the adverse effects of night shift work., Implications for Nursing Management: Therapy glasses seem an effective investment to facilitate the well-being of nurses. To enhance sleeping during napping, it is worthwhile to let nurses get accustomed to the napping facility and customize settings to personal preferences., (© 2020 The Authors. Journal of Nursing Management published by John Wiley & Sons Ltd.)

The Strength Use and Deficit Correction (SUDCO) Questionnaire has been shown to be a reliable instrument for the measurement of its four dimensions perceived organizational support for strengths use, perceived organizational support for deficit correction, strengths use behavior, and deficit correction behavior in the context of organizations. This paper aims to adapt and validate the SUDCO for the German-speaking population (SUDCO-G). Three studies were conducted. Confirmatory factor analyses and correlations with other psychological constructs on the data of three German samples (N1 = 302; N2 = 243, N3 = 295) were performed. The twenty-four item SUDCO-G exhibits the anticipated factorial structure with four factors and an acceptable model fit in all three studies (CFI = .920-.937, TLI = .911-.929, RMSEA = .063-.079, SRMR = 0.52-.075). The associations of the four dimensions to other constructs concur with previous findings (study 2) and the subscales of the SUDCO-G also show positive relations with general strengths use, meaning of work and Psychological Capital (study 3). We conclude that the SUDCO-G is a reliable and valid instrument for the use in the German-speaking population., Competing Interests: The authors have declared that no competing interests exist.

Strengths-based performance appraisal focuses on identifying, appreciating, and developing employee's qualities in line with the company goals. Based on self-determination theory (SDT), we hypothesized that strengths-based performance appraisals will bring about a stronger motivation to improve (MTI) performance, by making subordinates feel supported by their supervisor and thereby fulfill their need for relatedness. Moreover, we hypothesized that strengths-based performance appraisal will reduce the threat to the relationship between supervisor and subordinate when the performance rating is relatively low. To investigate our hypotheses, we distributed a questionnaire to employees working for a large Dutch consultancy firm right after their yearly appraisal ( N = 422) and linked the questionnaire data to their official performance ratings. Conditional process analysis indicated that strengths-based performance appraisal had a positive effect on perceived supervisor support (PSS), and in turn on MTI performance. Furthermore, the effect of strengths-based performance appraisal was particularly strong, when the performance rating was relatively low. Our findings may inspire future research into strengths-based performance appraisal as a relational approach to employee development., (Copyright © 2020 van Woerkom and Kroon.)

This article describes a quasi-experiment that evaluates the relationship between a job crafting intervention and work engagement. More particularly, we focused on three different types of job crafting: crafting towards strengths, crafting towards interests, and crafting towards development. Building on the conservation of resources theory, we hypothesized that participating in a job crafting intervention will be positively associated with job crafting, which in turn will promote work engagement. Additionally, based on the activation theory, we hypothesized that employees with a relatively high workload will benefit more from a job crafting intervention compared with employees with a relatively low workload. In all, 99 employees from a Dutch health care organization participated in our study ( n = 45 in the treatment group; n = 54 in the control group). Results indicated that there was no association between the intervention and job crafting behaviors. However, the job crafting intervention was found to be positively related to interests crafting for workers with a relatively high workload, which in turn was associated with an increase in dedication and absorption. Additionally, we found that job crafting towards strengths was associated with all aspects of work engagement (vigor, dedication, and absorption), whereas job crafting towards interests was related to dedication and absorption, and crafting towards development was not associated with work engagement. We conclude that a job crafting intervention can be an effective tool for enhancing work engagement for employees with a high workload. (PsycINFO Database Record (c) 2020 APA, all rights reserved).

Growing evidence suggests that workload has an adverse effect on quality of care and patient safety in nursing homes. A novel job resource that may improve quality of care and patient safety and alleviate the negative effect of workload in nursing homes is team support for strengths use. This refers to team members' beliefs concerning the extent to which the team they work in actively supports them in applying their individual strengths at work. The objective was to investigate the relationships between workload, team support for strengths use, quality of care, and patient safety in nursing homes. We collected (cross-sectional) survey data from 497 caregivers from 74 teams in seven different nursing homes. The survey included measures on perceived workload, team support for strengths use, caregivers' perception of the quality of care provided by the team and four safety incidents (i.e. fall incidents, medication errors, pressure ulcers, incidents of aggression). After controlling for age, team size, team tenure, organizational tenure, and nursing home, multilevel regression analyses (i.e. individual and team level) showed that perceived workload was not significantly related to perceived team-based quality of care and the frequency of safety incidents. Team support for strengths use was positively related to perceived team-based quality of care, negatively related to medication errors, but not significantly related to fall incidents, pressure ulcers, and aggression incidents. Finally, we found that perceived workload had a negative effect on perceived team-based quality of care when team support for strengths use is low and no significant effect on perceived team-based quality of care when team support for strengths use is high. This study provides promising evidence for a novel avenue for promoting team-based quality of care in nursing homes., Competing Interests: The authors have declared that no competing interests exist.

We introduce 2 novel types of job crafting-crafting toward strengths and crafting toward interests-that aim to improve the fit between one's job and personal strengths and interests. Based on Berg, Dutton, and Wrzesniewski (2013), we hypothesized that participating in a job crafting intervention aimed at adjusting the job to personal strengths and interests leads to higher levels of job crafting, which in turn will promote person-job fit. Moreover, we hypothesized that this indirect effect would be stronger for older workers compared with younger workers. Results of an experimental field study indicated that participating in the job crafting intervention leads to strengths crafting, but only among older workers. Strengths crafting was, in turn, positively associated with demands-abilities and needs-supplies fit. Unexpectedly, participating in the job crafting intervention did not influence job crafting toward interests and had a negative effect on crafting toward strengths among younger workers. However, our findings suggest that some types of job crafting interventions can indeed be an effective tool for increasing person-job fit of older workers. (PsycINFO Database Record, ((c) 2017 APA, all rights reserved).)

Absenteeism associated with accumulated job demands is a ubiquitous problem. We build on prior research on the benefits of counteracting job demands with resources by focusing on a still untapped resource for buffering job demands-that of strengths use. We test the idea that employees who are actively encouraged to utilize their personal strengths on the job are better positioned to cope with job demands. Based on conservation of resources (COR) theory, we hypothesized that job demands can accumulate and together have an exacerbating effect on company registered absenteeism. In addition, using job demands-resources theory, we hypothesized that perceived organizational support for strengths use can buffer the impact of separate and combined job demands (workload and emotional demands) on absenteeism. Our sample consisted of 832 employees from 96 departments (response rate = 40.3%) of a Dutch mental health care organization. Results of multilevel analyses indicated that high levels of workload strengthen the positive relationship between emotional demands and absenteeism and that support for strength use interacted with workload and emotional job demands in the predicted way. Moreover, workload, emotional job demands, and strengths use interacted to predict absenteeism. Strengths use support reduced the level of absenteeism of employees who experienced both high workload and high emotional demands. We conclude that providing strengths use support to employees offers organizations a tool to reduce absenteeism, even when it is difficult to redesign job demands., ((c) 2016 APA, all rights reserved).)

Quality indicators are increasingly used as a tool to achieve safe and quality clinical care, cost-effective therapy, for professional learning, remuneration, accreditation and financial incentives. A substantial number focus on drug therapy but few address the introduction of new medicines even though this is a burning issue. The objective was to describe the issues and challenges in designing and implementing a transparent indicator framework and evaluation protocol for the introduction of new medicines and to provide guidance on how to apply quality indicators in the managed entry of new medicines. Quality indicators need to be developed early to assess whether new medicines are introduced appropriately. A number of key factors need to be addressed when developing, applying and evaluating indicators including dimensions of quality, suggested testing protocols, potential data sources, key implementation factors such as intended and unintended consequences, budget impact and cost-effectiveness, assuring the involvement of the medical professions, patients and the public, and reliable and easy-to-use computerized tools for data collection and management. Transparent approaches include the need for any quality indicators developed to handle conflict of interests to enhance their validity and acceptance. The suggested framework and indicator testing protocol may be useful in assessing the applicability of indicators for new medicines and may be adapted to healthcare settings worldwide. The suggestions build on existing literature to create a field testing methodology that can be used to produce country-specific quality indicators for new medicines as well as a cross international approach to facilitate access to new medicines., (© 2014 Nordic Association for the Publication of BCPT (former Nordic Pharmacological Society).)

Personal growth initiative (PGI), defined as being proactive about one's personal development, is critical to graduate students' academic success. Prior research has shown that students' PGI can be enhanced through interventions that focus on stimulating developmental activities. Within this study, we aimed to investigate whether an intervention that stimulates development in the area of one's personal strengths (strengths intervention) has more beneficial effects on students' PGI than an intervention that stimulates development in the area of individual deficiencies (deficiency intervention). We conducted 2 longitudinal field experiments to investigate the effects of the 2 interventions on students' PGI (Experiment 1) and the potential mediating role of psychological capital (PsyCap) in this regard (Experiment 2). In Experiment 1, 105 (N = 105) university students participated in either a strengths intervention or a deficiency intervention. Results indicated that the strengths intervention increased the students' PGI in the short but not in the long term, whereas the deficiency intervention did not affect PGI. Ninety students (N = 90) participated in Experiment 2, in which we slightly refined both interventions by putting a stronger emphasis on the ongoing development of strengths (strengths intervention) or correction of deficiencies (deficiency intervention) by adding posttraining assignments. Results suggested that participating in both interventions led to increases in PGI over a 3-month period, but that these increases were bigger for the strengths intervention group. Furthermore, the relationship between the strengths intervention and PGI was mediated by hope as one component of PsyCap., (PsycINFO Database Record (c) 2015 APA, all rights reserved.)

Introduction: The appreciable growth in pharmaceutical expenditure has resulted in multiple initiatives across Europe to lower generic prices and enhance their utilization. However, considerable variation in their use and prices., Objective: Assess the influence of multiple supply and demand-side initiatives across Europe for established medicines to enhance prescribing efficiency before a decision to prescribe a particular medicine. Subsequently utilize the findings to suggest potential future initiatives that countries could consider., Method: An analysis of different methodologies involving cross national and single country retrospective observational studies on reimbursed use and expenditure of PPIs, statins, and renin-angiotensin inhibitor drugs among European countries., Results: Nature and intensity of the various initiatives appreciably influenced prescribing behavior and expenditure, e.g., multiple measures resulted in reimbursed expenditure for PPIs in Scotland in 2010 56% below 2001 levels despite a 3-fold increase in utilization and in the Netherlands, PPI expenditure fell by 58% in 2010 vs. 2000 despite a 3-fold increase in utilization. A similar picture was seen with prescribing restrictions, i.e., (i) more aggressive follow-up of prescribing restrictions for patented statins and ARBs resulted in a greater reduction in the utilization of patented statins in Austria vs. Norway and lower utilization of patented ARBs vs. generic ACEIs in Croatia than Austria. However, limited impact of restrictions on esomeprazole in Norway with the first prescription or recommendation in hospital where restrictions do not apply. Similar findings when generic losartan became available in Western Europe., Conclusions: Multiple demand-side measures are needed to influence prescribing patterns. When combined with supply-side measures, activities can realize appreciable savings. Health authorities cannot rely on a "spill over" effect between classes to affect changes in prescribing.

Background: There are potential conflicts between authorities and companies to fund new premium priced drugs especially where there are effectiveness, safety and/or budget concerns. Dabigatran, a new oral anticoagulant for the prevention of stroke in patients with non-valvular atrial fibrillation (AF), exemplifies this issue. Whilst new effective treatments are needed, there are issues in the elderly with dabigatran due to variable drug concentrations, no known antidote and dependence on renal elimination. Published studies showed dabigatran to be cost-effective but there are budget concerns given the prevalence of AF. These concerns resulted in extensive activities pre- to post-launch to manage its introduction., Objective: To (i) review authority activities across countries, (ii) use the findings to develop new models to better manage the entry of new drugs, and (iii) review the implications based on post-launch activities., Methodology: (i) Descriptive review and appraisal of activities regarding dabigatran, (ii) development of guidance for key stakeholder groups through an iterative process, (iii) refining guidance following post launch studies., Results: Plethora of activities to manage dabigatran including extensive pre-launch activities, risk sharing arrangements, prescribing restrictions and monitoring of prescribing post launch. Reimbursement has been denied in some countries due to concerns with its budget impact and/or excessive bleeding. Development of a new model and future guidance is proposed to better manage the entry of new drugs, centering on three pillars of pre-, peri-, and post-launch activities. Post-launch activities include increasing use of patient registries to monitor the safety and effectiveness of new drugs in clinical practice., Conclusion: Models for introducing new drugs are essential to optimize their prescribing especially where concerns. Without such models, new drugs may be withdrawn prematurely and/or struggle for funding.

Considerable variety in how patients respond to treatments, driven by differences in their geno- and/ or phenotypes, calls for a more tailored approach. This is already happening, and will accelerate with developments in personalized medicine. However, its promise has not always translated into improvements in patient care due to the complexities involved. There are also concerns that advice for tests has been reversed, current tests can be costly, there is fragmentation of funding of care, and companies may seek high prices for new targeted drugs. There is a need to integrate current knowledge from a payer's perspective to provide future guidance. Multiple findings including general considerations; influence of pharmacogenomics on response and toxicity of drug therapies; value of biomarker tests; limitations and costs of tests; and potentially high acquisition costs of new targeted therapies help to give guidance on potential ways forward for all stakeholder groups. Overall, personalized medicine has the potential to revolutionize care. However, current challenges and concerns need to be addressed to enhance its uptake and funding to benefit patients.

Background: There are potential conflicts between authorities and companies to fund new premium priced drugs especially where there are safety and/or budget concerns. Dabigatran, a new oral anticoagulant for the prevention of stroke in patients with non-valvular atrial fibrillation (AF), exemplifies this issue. Whilst new effective treatments are needed, there are issues in the elderly with dabigatran due to variable drug concentrations, no known antidote and dependence on renal elimination. Published studies have shown dabigatran to be cost-effective but there are budget concerns given the prevalence of AF. There are also issues with potentially re-designing anticoagulant services. This has resulted in activities across countries to better manage its use., Objective: To (i) review authority activities in over 30 countries and regions, (ii) use the findings to develop new models to better manage the entry of new drugs, and (iii) review the implications for all major stakeholder groups., Methodology: Descriptive review and appraisal of activities regarding dabigatran and the development of guidance for groups through an iterative process., Results: There has been a plethora of activities among authorities to manage the prescribing of dabigatran including extensive pre-launch activities, risk sharing arrangements, prescribing restrictions, and monitoring of prescribing post-launch. Reimbursement has been denied in some countries due to concerns with its budget impact and/or excessive bleeding. Development of a new model and future guidance is proposed to better manage the entry of new drugs, centering on three pillars of pre-, peri-, and post-launch activities., Conclusion: Models for introducing new drugs are essential to optimize their prescribing especially where there are concerns. Without such models, new drugs may be withdrawn prematurely and/or struggle for funding.

This study examines the impact of real-team--as opposed to a team in name only--characteristics (i.e., team boundaries, stability of membership, and task interdependence) on team processes (i.e., team learning and emotional support) and team effectiveness in the long-term care sector. We employed a longitudinal survey in which the real-team characteristics and team processes were rated by team members, and team effectiveness was rated one year later by team members and managers. Our results show that team learning and emotional support are predictors of team effectiveness as rated by team members and managers. They also show that there is no such thing as a real team in the long-term care sector because each real-team characteristic has a different impact on team processes and effectiveness. Whereas one set of real-team characteristics (i.e., stability of membership) is beneficial for healthy team processes and team effectiveness, another set (i.e., team boundaries) has only an indirect effect on team effectiveness via team processes or is even detrimental (i.e., task interdependence). We conclude that more intensive teamwork in the long-term care sector will lead to better outcomes if this teamwork involves increased stability of membership and clarified team boundaries but not if it involves added task interdependency among team members.

Background: Team safety and team innovation are underexplored in the context of long-term care. Understanding the issues requires attention to how teams cope with error. Team managers could have an important role in developing a team's error orientation and managing team membership instabilities., Purpose: The aim of this study was to examine the impact of team member stability, team coaching, and a team's error orientation on team safety and innovation., Methodology: A cross-sectional survey method was employed within 2 long-term care organizations. Team members and team managers received a survey that measured safety and innovation. Team members assessed member stability, team coaching, and team error orientation (i.e., problem-solving and blaming approach). The final sample included 933 respondents from 152 teams., Findings: Stable teams and teams with managers who take on the role of coach are more likely to adopt a problem-solving approach and less likely to adopt a blaming approach toward errors. Both error orientations are related to team member ratings of safety and innovation, but only the blaming approach is (negatively) related to manager ratings of innovation. Differences between members' and managers' ratings of safety are greater in teams with relatively high scores for the blaming approach and relatively low scores for the problem-solving approach. Team coaching was found to be positively related to innovation, especially in unstable teams., Practical Implications: Long-term care organizations that wish to enhance team safety and innovation should encourage a problem-solving approach and discourage a blaming approach. Team managers can play a crucial role in this by coaching team members to see errors as sources of learning and improvement and ensuring that individuals will not be blamed for errors.

PURPOSE: The purpose of this study was to explore the effects of disagreement and cohesiveness on knowledge sharing in teams, and on the performance of individual team members. DESIGN/METHODOLOGY/APPROACH: Data were obtained from a survey among 1,354 employees working in 126 teams in 17 organizations. FINDINGS: The results show that cohesiveness has a positive effect on the exchange of advice between team members and on openness for sharing opinions, whereas disagreement has a negative effect on openness for sharing opinions. Furthermore, the exchange of advice in a team has a positive effect on the performance of individual team members and acts as a mediator between cohesiveness and individual performance. IMPLICATIONS: Managers who want to stimulate knowledge sharing processes and performance within work teams may be advised to take measures to prevent disagreement between team members and to enhance team cohesiveness. ORIGINALITY/VALUE: Although some gurus in organizational learning claim that disagreement has a positive effect on group processes such as knowledge sharing and team learning, this study does not support this claim.

In the woods of Maine, young people from conflict regions meet to learn about themselves, each other, and their potential to promote peace.