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This paper analyzes the strategic decision of basket choice in the National Basketball Association. Before games start, the away team chooses whether to play on offense in front of their bench in the first or second half. Based on eight regular seasons and 9,308 games, we identify the standard strategy for away teams to play on offense at their own benches in the first half. Results indicate that both home and away teams score more points when they play on offense in front of their bench. More importantly, there is a strategic advantage for the away team to play with the offense in front of the bench in the second half, deviating from the standard strategy in the league. Finally, we demonstrate that the choice of the basket for the away team can partially offset the home advantage under normal spectator conditions and entirely nullify it in ghost games. [ABSTRACT FROM AUTHOR]

We study how the human capital embedded in teams is affected by, and reallocated through, corporate bankruptcies. After a bankruptcy, U.S. inventors produce fewer and less impactful patents. Moreover, teams become less stable. Consequently, compared to inventors that rely less on teamwork, the performance of team inventors deteriorates more. These findings point to the loss of team-specific human capital as a cost of resource reallocation through bankruptcy. Acquisitions by industrial firms and joint mobility of inventors with past collaborations limit these losses, suggesting that the labor market and the market for corporate control help preserve team-specific human capital in bankruptcies. [ABSTRACT FROM AUTHOR]

It is common in contemporary sport to liken the notion of the team to that of the family. That is, the family is used to evoke team life. Portraying the team as a family usually implies a positive evaluation. Despite its prevalence, the team as a family equation has not been analyzed in the sport philosophy literature. Thus, the purpose of this article is twofold. First, it explores whether the team is to be equated with the family. To discuss the nature of the family and the team, I draw together the work of several sport philosophers with that of Laura Wildemann Kane. Second, and considering what characterizes the team, this article investigates whether teammates have special responsibilities to one another by virtue of their relationship and the value attached to it. I propose that the team as a family equation does not align with the constitution of these two social groups and that teammates have special responsibilities to one another, but such responsibilities are different from those observed in the family. [ABSTRACT FROM AUTHOR]

Effective teamwork is critical in today's workplace, and management education plays a vital role in preparing students to work in teams. As a result, student teams are increasingly used in management courses. Research indicates that most teams operate virtually (i.e., rely on technology-mediated communication) to some degree. However, the potential negative impact of virtuality in on-campus student teams is often overlooked, with a focus instead on studying entirely virtual teams with geographically dispersed members in online classes. We raise awareness in management education about the extent and impact of team virtuality in on-campus student teams, as well as strategies to mitigate its potentially harmful effects. Using a sample of on-campus student teams, we find substantial variation in team virtuality that negatively relates to team performance through team information sharing. We also find a positive relationship between team virtual communication behaviors and team information sharing, offsetting virtuality's negative effect. Our results have important theoretical implications for management education research involving student teams and virtual team research. We discuss practical guidance for management educators, instructional designers, and administrators to enhance on-campus student teams' performance. [ABSTRACT FROM AUTHOR]

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Contemporary models of team adaptation are highly cognitive in nature and operate under the assumption that teams possess the capacity to adapt. However, teams also face contingencies that erode their adaptability, threatening to stall or undermine the adaptation process. Anecdotes point to the ability of some teams to employ affective communication to adapt in the face of these internal or external contingencies. Drawing from cinematic examples, we consider how pathos appeals influence team adaptation. Specifically, we examine three cinematic stories in which pathos appeals were used to leverage emotion by adapting teams. These stories enhance our understanding of team adaptation in the face of difficult and often unforeseen challenges, laying the foundation for new theory and an expanded understanding of how emotion and persuasion affect team change. We discuss these implications and propose new directions for future research. [ABSTRACT FROM AUTHOR]

Distance education is becoming a global phenomenon affecting student teamwork, especially since the outbreak of the COVID-19 pandemic. Nonetheless, research in management education on changes in team cohesion in student teams remains limited, and even less is known in the context of dynamic forms of modern virtual team collaboration. We address this gap by exploring how dynamic boundaries affect team cohesion via a study conducted across two editions (spring 2018 and spring 2019) of a cross-university course. Results from the qualitative triangulated data collected from a multiple holistic case study composed of 11 virtual student teams (n = 65 participants) suggest that in the virtual student teams, dynamic boundaries (such as dispersion, sub team formation, boundary spanning, multi teaming, and moving on and off the team) diminish team cohesion in favor of "participant alignment" and have differential relationships with this novel concept. Our results contribute to the literature on management education and team dynamics and can be applied in academic and management practice by shifting the focus away from team cohesion and toward participant alignment as a new individual-level, multidimensional concept. This has the potential to become an important aspect of successful virtual teams operating under modern dynamic conditions. [ABSTRACT FROM AUTHOR]

In this work, we study a variant of the team orienteering problem motivated by a real-world situation faced by a Mexican telecommunications company. The problem consists of the daily assignment and scheduling of service orders to crews, aiming to balance their wages, and considering the compatibility between service orders and crews. We present a mixed-integer linear formulation with two different metrics to achieve balanced scores and two valid inequalities leveraging the structure of the problem. Afterward, we propose a practical adaptive multi-start heuristic that integrates the learning mechanism of a reactive Greedy Randomized Adaptive Search Procedure. We test the performance of the models and the proposed algorithm on a benchmark of instances adapted from the literature and in a case study based on real data. The results confirm the effectiveness of the proposed algorithm to support the decision-making process. [ABSTRACT FROM AUTHOR]

Today's business organizations are faced with increased competition and growing customer expectations which require varying approaches to market opportunities. These opportunities necessitate that organizational decision makers determine how to allocate resources based on the potential of the opportunity. Human capital is arguably the most important resource within an organization and many firms have moved from a single salesperson model to a team selling modality. While the adoption of a sales team approach has been growing in practice for decades, academic research has not kept pace with the changes in the field. The intent of this team selling literature review is to: 1) define team selling, 2) review recent and relevant literature that focuses on team selling both within and outside of the marketing discipline, 3) identify themes evident in the current team selling research, and 4) outline promising areas for future investigations that stem from each research theme. [ABSTRACT FROM AUTHOR]

Drawing on social resources theory, we examine the impact of developmental job experience (DJE) on employees' job performance and the role of the team context in this relationship. In a multisource, multiwave dataset of 354 employees working on 40 teams in seven Chinese companies, we find that DJE has a positive indirect relationship with job performance through increasing employees' information and support seeking. This positive indirect relationship is stronger for employees on teams with a high average DJE and low variance in DJE; it is significantly weaker for employees on teams with a low average DJE and a high variance in DJE. These results reveal that the work and team contexts play important roles in the relationship between DJE and employees' work outcomes. [ABSTRACT FROM AUTHOR]

Team formation brings together organizational members with complementary capabilities to address projects. This study examines how project-based organizations form teams in response to an ongoing stream of different projects. We consider team formation a phenomenon shaped by organization structure, project attributes, and learning from project experience. We address the effects of two alternative organization structures (functional and team-based) and four project attributes (project size, heterogeneity, decomposability, and ambiguity) on the efficiency of project team staffing. We build these features into two agent-based models grounded on nine case studies of project-based organizations. These models highlight how organizations achieve efficiency in team formation over time as transactive memory develops in response to ongoing project variation. Our models explain how organization structure and particular project attributes affect the development and application of transactive memory. [ABSTRACT FROM AUTHOR]

To foster bottom-up innovations, health care organizations are leveraging interdisciplinary frontline innovation teams. These teams include workers across hierarchical levels and professional backgrounds, pooling diverse knowledge sources to develop innovations that improve patient and worker experiences and care quality, equity, and costs. Yet, these frontline innovation teams experience barriers, such as time constraints, being new to innovation, and team-based role hierarchies. We investigated the practices that such teams in federally qualified health centers (FQHCs) used to overcome these barriers. Our 20-month study of two FQHC innovation teams provides one of the first accounts of how practices that sustained worker engagement in innovation and supported their ideas to implementation evolve over time. We also show the varied quantity of engagement practices used at different stages of the innovation process. At a time when FQHCs face pressure to innovate amid staff shortages, our study provides recommendations to support their work.

Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities—notably reflexive, experimental, vicarious, and contextual learning—most effectively over time. In this article, we integrate research on teamwork episodes with insights from music theory to develop a new theoretical perspective on team dynamics, which explains how team activities can produce harmony, dissonance, or rhythm in teamwork arrangements that lead to either positive or negative effects on overall performance. We first tested our theory in a field study using longitudinal data from 102 innovation teams at a Fortune Global 500 company; then, we replicated and elaborated our theory in a study of 61 MBA project teams at an elite North American university. Results show that some learning activities can occur within the same teamwork episode to have harmonious positive effects on team performance, while other activities combine to have dissonant negative effects when occurring in the same episode. We argue that dissonant activities must be spread across teamwork episodes to help teams achieve a positive rhythm of team learning over time. Our findings contribute to theory on team dynamics, team learning, and ambidexterity. [ABSTRACT FROM AUTHOR]

The purpose of this commentary is to present the state of sport, social media, and crisis communication research. Existing crisis-communication research involving athletes and coaches; collegiate institutions; teams, leagues, and governing bodies; journalists; and other sport entities are discussed. The commentary concludes with a discussion of directions for future research, including (a) interviewing industry professionals, (b) employing survey design to examine user response, (c) employing experimental design with social media manipulations, (d) validating and developing frameworks, and (e) examining additional social media platforms. [ABSTRACT FROM AUTHOR]

Agile management prescribes a set of structures and processes to help teams respond to change. This article presents an in-depth case study examining how high- and low-agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. It unveils the crucial role of "affective leaders" in high-agility teams during those crises. These leaders constructed positive emotional experiences for their teams to successfully respond to adversity. The findings remind scholars and practitioners that agile management's founding tenet of "valuing individuals and interactions" implies understanding, working with, and actively recalibrating emotions. [ABSTRACT FROM AUTHOR]

This study investigates the critical role of employees in shaping frontline managers' (FLMs) HR implementation. It goes beyond previous research, which recurrently attributes FLMs' implementation behavior to the facilitating conditions and FLMs' personal capabilities, overlooking or downplaying the potential impact of employees during the implementation process. In doing so, we characterize the construct of intra-team acceptance of espoused HR practices as a key force influencing FLMs' HR enactment. Hence, we hypothesize how intra-team acceptance of espoused HR practices is linked to FLMs' implementation behavior through FLMs' performance expectancy, effort expectancy, and social influence. In this narrative, we position team-level HPWS as a direct outcome of FLMs' implementation behavior. Therefore, we establish that team-level HPWS mediates the relationship between FLMs' implementation behavior and team performance, underscoring the importance of employees in the HRM variability debate. Conducting a time-lagged study and analyzing data collected from 23 South Korean firms, we found support for our theoretical claims. Our findings recognize employees as significant contributors to the implementation process and challenge the conventional wisdom in which employees are viewed as passive recipients of HR practices. We discuss theoretical and managerial implications and offer directions for future endeavors. [ABSTRACT FROM AUTHOR]

Key digested message Results from a survey of 883 people show that those whose personality type matched that of the team expressed a higher level of job satisfaction and rated team performance higher. Implications for team development are outlined. [ABSTRACT FROM AUTHOR]

The British Army is regularly ranked as the best training provider in the UK, with the Royal Navy and Royal Air Force also in the top ten. The Military train a lot of people, from the most basic infantry training to advanced skills and leadership courses. At the pinnacle of this is the Defence Academy, which provides world-class professional defence and security education for UK military, civil service and the defence industry and for allies and partners from across the world. This article is based on the Prince Philip Lecture 2024 delivered by Major General Rowell at the Royal United Services Institute for Defence Studies at its Whitehall, London, headquarters on 10 July 2024. An abridged version of the first part of this paper appeared in Education Journal No. 568, 17 July 2024. [ABSTRACT FROM AUTHOR]

Researchers frequently assume some degree of consensus among team members' perceptions when aggregating individual survey responses to the team level. Literature reviews have routinely found, however, substantial within‐team variance in referent‐shift consensus measures of team constructs and that team member agreement is often lower than desired. To enhance our understanding of the structure of within‐team variance, using a sample of 20,183 individuals in 4,313 teams, we explored the proportion of variance attributable to different sources (response acquiescence, positivity bias, and rater variance specific to each construct) for five team constructs. We also examined the extent to which within‐team variance changed over time with a subsample of 3,720 individuals in 731 teams. The results indicated that constructs thought to be more observable, including role clarity and monitoring goal progress, appeared to be less prone to idiosyncratic perceiver effects and that the processes were widely experienced by all team members. Conversely, relationship conflict showed higher levels of within‐team variance and team consensus actually decreased over time. These findings indicate that perceptions of relationship conflict are influenced by the individual differences of team members and that conflict may be restricted to dyads or subgroups within teams. Overall, the findings indicate that stable perceiver effects and processes that are limited to a small proportion of team members may have a stronger influence on ratings of some team constructs than previously thought. We conclude with suggestions for theory development, team construct measurement, and advice to understand processes that lead to consensus in perceptions of team constructs. [ABSTRACT FROM AUTHOR]

Team cohesion is critical in driving successful outcomes for teams in collaborative learning settings. It shapes team behaviour, fostering shared perceptions, group synchrony and a common goal-oriented approach. This affinity becomes evident in dynamic interactions, offering insights into team behaviour through interaction data analysis. Interpreting interaction data proves complex, hampering our understanding and insights into shared team perceptions and task cohesion development. This paper used temporal motif analysis to examine the changes in team members' cohesive perceptions and behaviours, including task cohesion, performance outcomes, engagement and group synchrony. Trace data from an online work-integrated learning environment captured learning behaviours, while responses to a questionnaire at different stages of a study program captured task cohesion and cohesive perceptions. The findings reveal teams with strong task cohesion and high performance tend to share similar cohesive perceptions driven by interdependent interactions. Conversely, teams with different cohesion perceptions have lower interaction interdependence and poorer performance. Through analysing team interaction data, this study uncovered key insights to promote positive adjustments aligning team perceptions, enhancing collaborative learning and offering support for improved performance, engagement and synchrony among teams, ultimately benefiting learning outcomes and the cultivation of skills and competencies. [ABSTRACT FROM AUTHOR]

The final choice of partner should be centered on evaluating how well they understand what you need to accomplish, the approach they recommend to achieve your goals, and a true sense of what will it be like to work with them." — CEO, global brand consultancy As companies seek consultancies to help them create and evolve their brands, how do they choose the right partner? An industry insider shares his expertise about the process. [ABSTRACT FROM AUTHOR]

Future‐making, the act of imagining and producing the future, is becoming increasingly relevant in scholarly and practitioner debates. In a constantly evolving society where the future is difficult to navigate, there is an urgent need to explore new and innovative ways of imagining plausible futures that are more desirable to people. The future‐making literature proposes different practices, tools, options and possibilities for envisioning futures and advancing the debate on issues that affect society. To explore how different future‐making approaches influence the generation of future scenarios, we conducted an experiment in which we asked 64 practitioners participating in teams to anticipate and imagine futures using two different future‐making approaches: predictive and imaginative. The resulting future scenarios were then evaluated by 227 practitioners in a postexperiment survey measuring their plausibility and desirability, as well as their similarities and differences in terms of future scenario generation. Our study contributes to both theory and practice. In particular, we contribute to the future‐making debate and enrich current understanding of the different processes and tools adopted in predictive and imaginative future‐making using an experimental approach. Our study also supports practitioners in unpacking the potential of adopting different types of future‐making, from predictive to imaginative. [ABSTRACT FROM AUTHOR]

Beth Clarke MBCS, a BCS SIGiST committee member and PhD student, tells Martin Cooper MBCS how she discovered a love for software testing, how software makes Earth and space safer and why diversity across test teams is critically important. [ABSTRACT FROM AUTHOR]

Background: Rates of disengagement from early intervention in psychosis (EIP) services are high. Care coordinators make up the largest staff group in EIP services and have the most frequent and sustained contact with service users. The quality of relationships between service users and care coordinators plays a central role in determining the effectiveness of EIP services. Care coordinators, however, are not routinely offered training in psychosocial interventions that could enhance the therapeutic impact of their role. Method of levels (MOL) is a flexible, transdiagnostic cognitive therapy with potential advantages over previously evaluated approaches. Training care coordinators in MOL could make their routine contacts with service users more helpful and improve outcomes such as recovery rates and levels of engagement. Aims: This study aims to assess the feasibility of training care coordinators in EIP services to deliver MOL, to understand whether this approach might improve service user engagement and recovery from psychosis compared to treatment as usual, and to assess the feasibility of conducting a cluster-randomised controlled trial (C-RCT) with clustering at the level of teams. Specific feasibility outcomes relate to the recruitment and retention of participants, care coordinators' level of engagement with the MOL training and supervision programme, implementation of MOL in practice, and the acceptability of the intervention amongst participants. Methods: A feasibility parallel group cluster-randomised controlled trial (C-RCT) designs with two arms: (1) treatment as usual (TAU) or (2) TAU plus support from a care coordinator who has received training in MOL. Randomisation will take place at the level of EIP teams with an allocation ratio of 1:2 in favour of the intervention arm. Our recruitment target is 12 EIP teams, 24 care coordinators working in participating EIP teams, and up to 96 service users working with participating care coordinators. Outcomes will be collected at baseline, 3 months, and 6 months. Qualitative methods will be used to understand participants' experiences of the study, MOL training programme, and MOL intervention. Discussion: This is the first study that aims to evaluate the feasibility of training EIP care coordinators to deliver MOL in their routine practice. Training care coordinators in MOL could enhance the quality of relationships between care coordinators and service users and improve outcomes for people experiencing early psychosis. Results will be used to determine the appropriateness of progressing to a larger evaluation trial. Trial registration: This study was prospectively registered with the ISRCTN Registry (14082421). [ABSTRACT FROM AUTHOR]

Objectives Methods Results Conclusions To provide detailed information on the codesign of a digital intervention to support parents with bipolar disorder (BD) who have young children. Each step of this process is reported, as well as a detailed description of the final version of the intervention in line with the TIDieR framework.Clinical experience and lived experience experts participated in online workshops, meetings, and remote feedback requests, informed by Integrated Knowledge Translation (IKT) principles. The IKT research group responded to each phase of recommendations from the knowledge users.Five clinical experience experts and six lived experience experts engaged with the codesign process. Their recommendations for principles, content, look, and feel, and functionality of the digital intervention were structured over five iterative phases. This led to a final implemented design that was identified by the clinical and lived experience experts (referred to together as the knowledge users group) as genuinely reflecting their input.The IKT principles offer an accessible structure for engaging with clinical and lived experience experts throughout a codesign process, in this case for a digital intervention for parents with BD. The resulting intervention is described in detail for transparency to aid further evaluation and development and to help other teams planning codesign approaches to intervention development. [ABSTRACT FROM AUTHOR]

Effective collaboration within teams relies significantly on emotion regulation, a process vital for managing and navigating emotional responses. Various methods have been employed to measure emotional responses in team contexts, including self-report questionnaires, behavioral coding, and physiological measures. This review paper aims to summarize studies conducted in teamwork contexts that measured team members' emotional responses, with a particular focus on the methods used. The findings from these studies can lead to identification of emotion regulation strategies and can lead to effective interventions to improve team performance in future. The core question guiding this review is: What are effective measures in capturing individuals' emotional responses in team dynamics? Using a scoping review, the study aims to answer three research questions (RQs): 1: What was the distribution over time of the studies that examined team members' emotional responses and/or regulation of emotions in team dynamic? 2: What type(s) of data were collected, and what are the theories used in these studies? 3: What are the advantages and challenges of each type of measurement on emotional responses in team dynamics? The synthesis of the findings suggests that multimodal data, combining various measures such as physiological data, observations, and self-reports, offer a promising approach to capturing emotions in teamwork contexts. Furthermore, combining multimodal data can benefit capturing individual and inter-personal regulation, including self-, co-, and social emotion regulation in teamwork. This paper highlights the importance of integrating multiple measurement methods and provides insights into the advantages and challenges associated with each approach. [ABSTRACT FROM AUTHOR]

The knowledge integration perspective on team innovation holds that information elaboration – the exchange, discussion, and integration of task‐relevant information and perspectives – is the core team process driving team innovation. Factors reflecting the informational resources the team can draw on through information elaboration therefore are important influences on team innovation. In this respect, team innovation research points to team functional diversity and to team boundary spanning scouting to acquire information from outside the team. Team innovation research also makes clear that informational resources (as reflected in functional diversity and boundary spanning scouting) do not guarantee team information elaboration, and that identifying moderation in this relationship is particularly valuable. Building on this state of the science, we focus on the moderating role of the team diversity mindset – members' shared understanding of the importance of information elaboration for team performance – in the relationships of team functional diversity and boundary spanning scouting with information elaboration and team innovation. A multi‐wave and multi‐source survey of N = 215 teams involved in knowledge work in various Chinese organizations supported our research model for team boundary spanning scouting but not for team functional diversity. [ABSTRACT FROM AUTHOR]

The European Higher Education Area and the US National Academies of Science, Engineering, and Medicine have called on higher education to support interdisciplinary learning. The National Academies recommend evaluating interdisciplinary education against relevant criteria, but beyond listing student majors, institutions cannot easily quantify interdisciplinarity in education. The Rao-Stirling diversity index, which incorporates measures of cognitive distance, is used to quantify the interdisciplinarity of research. This study extends the use of the Rao-Stirling diversity index to the context of higher education to: (1) determine whether it provides a more nuanced measure of interdisciplinarity than number of majors, and (2) to examine patterns in interdisciplinarity across 79 student teams in Georgia Tech’s Vertically Integrated Projects Program (N = 1218). The analysis employed cognitive distances developed in a previous study. Distributions of diversity indexes and enrollment by major were examined across the program, along with visualizations for 4 teams. Results show the Rao-Stirling diversity index provided a more comprehensive measure of team interdisciplinarity, and it indicated higher interdisciplinarity in more teams and in comparatively smaller teams than the number of majors would imply. Indexes across the program were examined graphically and explored through regression. Results indicated that higher interdisciplinarity was associated with smaller team size, implying a possible need for additional support for these teams. The utility of the index in quantifying the interdisciplinarity of teams and in revealing a previously unknown pattern confirm its usefulness within the context of higher education. Limitations, implications for research and practice, and future directions are discussed. [ABSTRACT FROM AUTHOR]

Background: The increase in the number of substitutions allowed in football from three to five has profoundly influenced the game. The impact of the rule change on the FIFA World Cup needs further verification. Methods: A total of 2,151 team substitution opportunities and 2,410 substitutions in 384 matches from six FIFA World Cups (2002–2022) were analyzed to assess its impact. One-way ANOVA was used to assess differences in average substitution times among the six FIFA World Cups. Factors affecting the time of substitutions were explored using Generalized Linear Mixed Models. Results: In each FIFA World Cup, over 92% of substitutions occurred during half-time and the second half, with a higher proportion in knockout stage matches than group stage matches. Group stage substitutions tended to happen earlier, particularly when teams were losing. As allowed substitutions increased, multiple substitutions in one opportunity rose from 4% to 38%. Of the 2,410 substitutions in the six FIFA World Cups, 21.45% were offensive, 63.65% were neutral and 14.90% were defensive. Winning teams made the highest percentage of defensive substitutions, while drawing or losing teams made the highest percentage of offensive substitutions. Match status significantly affected the time of the first three substitutions, and the presence of extra time significantly affected the time of the fourth substitution. Conclusion: Analysis of substitutions in FIFA World Cups (2002–2022) reveals: Most substitutions occur during halftime and the second half; Substitutions are earlier in group stages, especially for losing teams; Increased allowed substitutions lead to more multiple-player substitutions; Defensive substitutions are more common when winning, while offensive ones are frequent when drawing or losing; Match status, ranking gap, extra time, game round, and substitution rules significantly influence the time of team substitutions. [ABSTRACT FROM AUTHOR]

Researchers have demonstrated that required, sustained professional development programs play an important role in developing instructors who are more student-focused, but financial constraints, time limitations, and lack of buy-in by faculty and/or administrators often serve as barriers to offering such programs. This special issue showcases several professional development programs situated in mathematics departments that aim to develop the teaching capacity of early-career instructors, primarily focusing on graduate students. Graduate teaching assistants (GTAs) who support other instructors and graduate student instructors (GSIs) are a vital part of the instructional workforce in many mathematics departments. Research programs alone of course do not prepare mathematics graduate students for the teaching that they will do during their programs or potentially after they graduate. We present below some of the findings of research on graduate students as instructors, and an overview of the articles in this issue that focus on how departments are addressing a lack of a variety of resources through their professional development programs. [ABSTRACT FROM AUTHOR]

We investigated how team composition, in terms of members' emotions about the team tasks ahead, predicts performance on these team tasks. In 45 student teams, a higher average level of anxiety and happiness, but not anger, about the team assignments predicted higher team grades 6 weeks later. We explored potential mediating team processes. These findings contribute to the literature on team affect, which has so far struggled to identify benefits of negative affect in teams: task-related anxiety is linked to better performance of real-world teams. This highlights the importance of studying compositional effects of individual affective states in teams. [ABSTRACT FROM AUTHOR]

Virtualization fundamentally changes how social relations form, but its effect on network structure in collaborative teams is poorly understood. This paper compares team networks from nine government-funded projects that were conducted virtually because of the COVID-19 pandemic with 15 prepandemic projects from the same funding program. Results of our comparative analysis of 2,746 dyadic ties in 24 teams showed lower levels of network density, clustering, and structural cohesion in virtualized projects, indicating fragmented virtual teams. Furthermore, expressive networks, defined by the sharing of personal information, were affected more than instrumental networks, which revolve around the sharing of expert knowledge. [ABSTRACT FROM AUTHOR]

Although previous research demonstrated that empowering leadership has both positive and negative impacts on team consequences, our current knowledge of the processes by which and the conditions under which empowering leadership promotes or hinders team performance remains limited. Drawing on the too-much-of-a-good-thing (TMGT) effect and the team self-regulatory perspective, our findings, backed with a time-lagged and multi-source survey, suggested that empowering leadership has a curvilinear impact (i.e., inverted U-shaped) on team performance through team reflexivity, and this impact is contingent on team performance-approach goal orientation. We discuss the implications of our findings from both theoretical and practical perspectives. [ABSTRACT FROM AUTHOR]

Building effective school-based leadership teams (SLTs) is at the forefront of today's education leadership agenda in the United States. Yet, no review has focused specifically on SLT team effectiveness. In this study, we employed the functional perspective to analyze existing research on SLTs, aiming to directly identify factors connected to SLT team effectiveness in the United States. We reviewed 53 studies from eight educational leadership journals. Our findings have important implications for promoting SLT effectiveness in the U.S. context, while also unveiling the absence of crucial nuances around team mediators in the selected research. [ABSTRACT FROM AUTHOR]

Background: A surgical team works in a high‐performance environment and is exposed to stress. Mindfulness practice is evidenced to reduce symptoms of stress, as well as burnout, which is high amongst health workers. The operating theatre is unique, with many job‐roles, needs and time‐critical tasks. It is plausible that group mindfulness may benefit the surgical team. This evaluates the take‐5 theatre brief, consisting of a 'check‐in' and short breathwork, when used by two surgical teams as part of the regular theatre team brief. Approach: The take‐5 theatre brief was evaluated using domains of acceptability and implementation. Data were collected at two district general hospitals in the United Kingdom using 5‐point Likert scales hosted on electronic surveys Thematic analysis was performed of participant voice notes, strategic meeting notes and transcripts of interviews between key informants. Evaluation: There were 17 participants. Ten were from site A (59%), with the remainder being from site B (41%) and covered a range of roles within the theatre team. Participants found the take‐5 theatre brief helpful (median Likert 5) and felt that it would benefit themselves (median Likert 5) as well as the team (median Likert 5) and that it fitted into the day easily (median Likert 4). There was a high demand, no financial investment was required and overall it was easy to implement; however, it became challenged in theatre lists that were late to start. Implication: The take‐5 theatre brief is an acceptable initiative for these two operating theatre teams. [ABSTRACT FROM AUTHOR]

The Incubator for Clinical Education Research (ClinEdR) is a UK‐wide network, established with support from the National Institute for Health and Care Research (NIHR), to lead initiatives to build capacity in the field. Our lived experiences as members of the NIHR ClinEdR Incubator and wider literature are woven into this 'How to ...' paper, which outlines what to consider as you seek to grow and develop a ClinEdR team. This paper sets out pragmatic steps to grow an effective ClinEdR team that has a wider impact and mutual benefits for its members and their institution(s). Growing a ClinEdR team requires more than a dynamic character to bring people together. In our view, you can grow a ClinEdR team with other people through a structured, well‐thought‐out approach, in which its members develop through collaborative work to achieve a shared objective. [ABSTRACT FROM AUTHOR]

Background: As telemedicine becomes further rooted in standard patient care delivery, it is critical to understand how it may affect teamwork among health care providers. Understanding the state of the science between telemedicine and teamwork is an important first step. Obejctive: The purpose of this state-of-the-science review was to synthesize the published research on teamwork within the context of telemedicine. Methods: Data abstraction and analysis were structured following the Virtual Team Performance and the "Big Five" of Teamwork theoretical frameworks. The concepts within these models were used to organize data extraction. This state of the science used the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines. Results: A total of 14 studies met the inclusion criteria after final review. The most common variables were communication, tasks, leadership, team orientation, and team cohesion. Despite variable commonalities across the included articles, there was a discrepancy between improved and reduced teamwork outcomes with telemedicine. Conclusions: Multiple teamwork variables are influential across health care teams using telemedicine technologies—those that include communication, task facilitation, leadership, team orientation, and cohesion appear to have the greatest impact. However, it is not an individual teamwork variable, type of technology, or care environment alone that influences positive or negative outcomes among health care teams using telemedicine. Instead, it is a combination of factors and mechanisms that facilitate or hinder teamwork outcomes. A comprehensive model that describes the interaction of these common variables in teamwork among blended virtual and in-person health care teams is needed. [ABSTRACT FROM AUTHOR]

School mental health (SMH) teams have been widely recommended to support multi-tiered mental health program implementation in schools. Available research suggests emerging best practices that promote effective SMH teaming and indicates the importance of having team members who are highly engaged (e.g., actively involved, retained on the team). Despite evidence that these factors improve team functioning, there is limited knowledge of SMH team prevalence, best practice use, and factors impacting member engagement among a diverse sample of elementary schools. This study surveyed a cross-sectional sample of elementary principals (n = 314) across the United States whose schools implement multi-tiered SMH programs. Most principals (89%, n = 280) reported using teams to organize these programs. Schools in urban/suburban communities, with 300 or more students, or with specific school funding for SMH activities were more likely to have SMH teams. Only one-third of principals reported that their team members participated in related training. Other SMH team best practices were commonly reported (by two-thirds or more teams). Results of a linear regression model indicate that larger teams (six or more members) and teams with access to resources had significantly higher member engagement scores. The study's findings provide recommendations for practice and future research directions. [ABSTRACT FROM AUTHOR]

We analyze the relationship between performance, team diversity and size. We first propose a model with knowledge spillovers in production, which predicts that the effect of a diverse team member – relative to the impact of a non-diverse team member – increases with team size. We experimentally test the model by randomly assigning students to solve knowledge questions in teams of different sizes, with or without a person with a diverse knowledge set. In line with the model, we find that the benefit of having a diverse rather than a same-skill colleague is greater in larger relative to small teams. These results have implications for how organizations can design their teams to maximize knowledge flows and performance. [ABSTRACT FROM AUTHOR]

Development of in vivo confocal Raman spectroscopy (ICRS) methodology over the last 20 years has enabled previously unavailable capability to acquire molecular concentration gradients across the stratum corneum (SC), at the micron level and in a clinical setting. Professor Tony Rawlings has been a driving force in SC research for over 30 years, working with a wide range of teams across the world. Because a detailed knowledge of skin biochemistry was key to interpreting ICRS‐acquired molecular concentration gradients, the authors formed a close working relationship with Professor Rawlings during the development of ICRS. This article, therefore, presents a summary of this process and how challenges raised by application of ICRS were tackled, towards the goal of validating the technique for clinical skin measurement. [ABSTRACT FROM AUTHOR]

The format of the UEFA Champions League, one of the most prestigious competitions in association football, will see a fundamental change from the 2024/2025 season. A declared aim of the reform is improving competitive balance, supported by the previous literature that found a significant decline in the competitive balance of the UEFA Champions League group stage over the recent decades. We introduce alternative measures for both ex ante and ex post competitive balance. The former is based on the Elo ratings of the clubs, while the latter compares the final group ranking to the seeding of the teams used for the group draw. These measures do not imply any trend in competitive balance. [ABSTRACT FROM AUTHOR]

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Team display rules are expressive norms shared by team members about how to positively impact a customer's perception of service quality and satisfaction. For frontline employees' working in teams, however, the costs and benefits of team display rules are less clear as empirical links to objective, behavioral outcomes, such as turnover, are rare. In a study of 442 healthcare professionals, working within 72 teams in a large children's hospital, we investigate the effects of positive team display rules (i.e., shared expectations among team members to express positive emotions) and negative team display rules (i.e., shared expectations among team members to suppress negative emotions) on time-lagged objective voluntary turnover. We found that positive team display rules prompted retention, while negative team display rules reduced psychological attachment (i.e., affective commitment) and increased voluntary turnover 12 months later. Team negative affective tone (i.e., negative emotions associated with different healthcare team contexts) amplified the detrimental effects of negative team display rules. Overall, this study highlights the important and nuanced effects of the socioemotional context of service teams, in particular, the consequential influence of team display rules on FLEs turnover behavior in a critical service context, that is, healthcare. [ABSTRACT FROM AUTHOR]

We analyze contests in which teams compete to win indivisible homogeneous prizes. Teams are composed of members who may differ in their ability, and who exert effort to increase the success of their team. Each team member can obtain at most one prize as a reward. As effort is costly, teams use the allocation of prizes to give incentives and solve the free-riding problem. We develop a two-stage game. First, teams select a prize-allocation rule. Then, team members exert effort. Members take into account how their effort and the allocation rule influence the chance they receive a prize. We prove the existence and uniqueness of equilibrium. We characterize the optimal prize-assignment rule and individual and aggregate efforts. We then show that the optimal assignment rule is generally not monotonic. [ABSTRACT FROM AUTHOR]

Gender segregation of occupations and entire industries is widespread. The segregation could be the result of perceived job-specific productivity differences between men and women. It could also result from the belief that homogeneous teams perform better or from in-group bias of male or female recruiters. We investigate these explanations in two samples: students and personnel managers. The subjects bet on the productivity of teams that are homogeneous with respect to gender at the outset and then either remain homogeneous or become diverse. The teams work on tasks that differ with respect to gender stereotypes. We obtain similar results in both samples. Women are picked more often for the stereotypically female task, and men are picked more often for the stereotypically male task. Subjects believe that gender-diverse teams perform better, especially in the task with complementarities, and they display an own-gender bias. Elicited expectations about the bets of others reveal that subjects expect the gender stereotypes of tasks but underestimate others' bets on diversity. This paper was accepted by Yan Chen, behavioral economics and decision analysis. Funding: The authors acknowledge financial support from the Deutsche Forschungsgemeinschaft [Excellence Cluster EXC 2035/1 "The Politics of Inequality" (to U. Fischbacher), CRC TRR 190 "Rationality and Competition" (to D. Kübler), and the Excellence Cluster EXC 2055 "Contestations of the Liberal Script" (to D. Kübler)] and from Tamkeen [NYU Abu Dhabi Research Institute Award CG005 (to R. Stüber)]. Supplemental Material: The data files and online appendix are available at https://doi.org/10.1287/mnsc.2023.4943. [ABSTRACT FROM AUTHOR]

We study relational contracts among managers using unique data that tracks transfers of workers across teams in Indian ready-made garment factories. We focus on how relational contracts help managers cope with worker absenteeism shocks, which are frequent, often large, weakly correlated across teams, and which substantially reduce team productivity. Together these facts imply gains from sharing workers. We show that managers respond to shocks by lending and borrowing workers in a manner consistent with relational contracting, but many potentially beneficial transfers are unrealized. This is because managers' primary relationships are with a very small subset of potential partners. A borrowing event studies around main trading partners' separations from the firm reinforces the importance of relationships. We show robustness to excluding worker moves least likely to reflect relational borrowing responses to idiosyncratic absenteeism shocks. Counterfactual simulations reveal large gains to reducing costs associated with forming and maintaining additional relationships among managers. [ABSTRACT FROM AUTHOR]

To improve the experiences of children and parents and prepare those who arrange the activities for parental needs the aim of this article is to describe and analyse parental roles in a horse-riding activities for younger children in Sweden and Norway. Horse-riding for younger children is an individual sport but conducted in interplay with others such as parents and horses. To understand these interactions, Goffman's dramaturgical approach and insights from research on sport and gender have been used. The main result is that during the activity, the child and the parent interact and perform as a team. In addition, the team performance is influenced by gender constructions. The gender construction is, however, different from what former has been shown in research on sport and gender. [ABSTRACT FROM AUTHOR]