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Purpose: Travel fatigue impacts cognitive and physiologic systems, but its association with elite soccer match performance is unclear. In this retrospective observational study, we aimed to explore the association between travel and match outcomes in elite North American soccer. Methods: Travel data and match outcomes (team points or goals scored and conceded) and physical performance outcomes from 26 elite professional soccer teams and their players were analyzed (148 matches [team-based data] and 1252 player matches from 297 players; age 22.7 [4.5] y). Player- and match-level correlations between performance measures and both acute and cumulated travel metrics were analyzed. Results: Cumulative travel metrics were positively associated with team (travel distance [r =.20; 95% CI,.03–.25], travel time [r =.20;.06–.37], and time away [r =.20;.06–.37]) and individual player (travel distance, [r =.14;.08–.19], travel time [r =.17–.23], and time away [r =.13;.07–.18]) high-intensity running. Cumulative time away was negatively associated with team points (r = −.14; −.28 to −.001) and positively associated with goals conceded (r =.14;.01–.27); no clear association between acute travel metrics and match outcomes or physical performance was observed. Conclusions: As travel cumulated, away teams and their players ran more but for less reward (team points), although the magnitude of these associations was small. These data are exploratory and do not imply a causal relationship; however, further research should consider cumulation of travel. [ABSTRACT FROM AUTHOR]

This paper emphasises the pivotal role of enhancing research and development (R&D) staff competence and boosting team innovation efficiency in configuring R&D project teams for artificial intelligence (AI) product development. Diverging from traditional studies primarily focused on time, quality, and cost objectives, this study proposes prioritising the skill increments of staff and team diversity, aligning with the overarching goals of the R&D cycle. Targeting multi-skilled R&D personnel for scheduling and configuration, a three-objective tradeoff optimisation model is established. The nonlinear mixed-integer constrained programming model incorporates a learning effect for calculating employee skill value and employs a heterogeneity efficiency formula for assessing team diversity, particularly emphasising the diversity of R&D personnel research backgrounds. An algorithm based on Non-dominated Sorting Genetic Algorithm-II (NSGA-II) is designed to obtain the approximate Pareto optimal solution. Furthermore, it compares the algorithm with the multi-objective particle swarm optimisation (MOPSO), explores practical decision-making methods for Pareto solutions, and conducts sensitivity analyses on the learning rate and diversity level. Our research is relevant to enterprises seeking to enhance R&D capabilities with a certain degree of homogeneity among R&D employees. This paper exemplifies and validates the proposed model and solution approach using a new AI product from a healthcare company. [ABSTRACT FROM AUTHOR]

In between university level assessments, the BYU Library conducts internal reviews of each library department, describing its value to the library and university, and providing recommendations for improvement. The process used a team of library employees in departments not under review and an external reviewer to conduct the internal review. Using a case-study approach, the development of an internal review system, its meta-evaluation at the end of its first cycle, and the on-going efforts to improve the internal review process are described. Using a graduate level evaluation class followed by a task force, changes were made to the internal review process that has standardized assessment, allowed flexibility for each department, and solidified training for both the department under review and the review team. Each of the findings and recommended changes helped to address the internal review's first-round weaknesses and struggles. The result is a stronger, consistent process that provides additional training and guidance for each internal review. This article is a case study that describes a library wide process used by an academic library to describe the value of each department and to provide feedback for improvement between university reviews. The process engages all library employees as each department is reviewed and helps to create a culture of assessment. This article reviews the history and progress of a LIR to evaluate an academic library's value and to provide data for improvement. The process may be used or adapted by other libraries. [ABSTRACT FROM AUTHOR]

Relationship‐oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit‐level positive affective climate as a motivational mechanism through which relationship‐oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID‐19 outbreak, our results supported the substituting effects of unit‐level collective occupational calling on positive affective climate stemmed from relationship‐oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship‐oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research. [ABSTRACT FROM AUTHOR]

With heightened uncertainties and risks in the fluctuating business environment, existing studies have concentrated on elucidating how service organizations leverage human resource practices to adapt to and survive such unforeseen and disruptive threats. However, how such practices could serve the strategic objective of cultivating a sustainably thriving workforce across different situations is not well understood. Thriving is a core transitional state that fosters positive behaviors, such as creative customer‐related problem‐solving. Applying social information processing theory, we propose and test a model by exploring how organizations that engage in thriving‐oriented human resource management (HRM) encourage employees to take responsibility and promote constructive change, thereby activating their creative problem‐solving behaviors. Specifically, we theorize and develop measures to promote thriving‐oriented HRM in Study 1. In Study 2, we collected multisource and multi‐wave data from 296 frontline service employees and 45 supervisors in China. Our findings reveal that thriving‐oriented HRM is positively related to felt responsibility for change, which ultimately encourages creative problem‐solving. We also show that the threat imposed by a crisis, that is, the COVID‐19 pandemic, strengthens the positive relationship between thriving‐oriented HRM and felt responsibility for change. Our study contributes to the HRM literature, especially on thriving‐oriented HRM and employee perception, and has practical implications for service organizations in the uncertain context. [ABSTRACT FROM AUTHOR]

We propose a theoretical framework and develop a game-theoretical analysis to advance understanding of the cooperation dilemma in team production. We conceptualize team production as a process where productive and appropriative activities coexist, shifting the focus from whether team members cooperate to what type of cooperative behavior they are willing to adopt. Depending on the extent to which members cooperate to create value and compete to appropriate value, we can observe scenarios of full, partial, and no cooperation. After characterizing member behavior in the different scenarios, we study which form of cooperation can be sustained through repeated interaction, mutual monitoring, and reciprocity. To do so, we allow for different deviations from cooperation, which are then accompanied by different reactions according to an equivalent retaliation strategy. Our focus is on how member behavior and incentives to cooperate relate to team size. We also introduce conceptual elements that describe team production in organizational teams as well as interorganizational relationships. [ABSTRACT FROM AUTHOR]

We develop a theoretically grounded framework of boundary transitions and their effect on individuals working in dynamic teamwork settings. "Boundaries in teamwork," described here as the psychological limits that define one team as separate from another, have been examined in silos across a broad range of literatures. Consequently, we know little about the cognitive processes associated with the psychological shift in focus (or boundary transition) that occurs because of a change in people, roles, tasks, or technologies in the context of dynamic teamwork. Our comprehensive model of boundary transitions incorporates a broader perspective of boundary transitions, such as transitions across multiple types of boundaries, as well as dimensions of boundary transitions, such as the strength and meaning of the boundaries traversed, the number of boundaries crossed (transition breadth), and whether the context of the transition is within or between teams (transition context). We leverage this framework to explore the cognitive implications of boundary transitions (cognitive exertion and expansion) as well as their implications for individual contributions to teamwork and provide an agenda for future inquiry in boundary transitions in dynamic collaborative teamwork. [ABSTRACT FROM AUTHOR]

This paper studies the downstream effect of expatriate managers' personal financial insecurity on team innovation. Building on resource allocation theory, we propose a moderated serial mediation model. Using four‐wave, multi‐source survey data from 99 R&D expatriate teams within large technology companies in emerging markets, we find that expatriate managers' personal financial insecurity is negatively related to team innovation first through a lower level of state learning goal orientation in the last month, and subsequently through a lower level of intellectual stimulation behavior. The negative effect of expatriate managers' personal financial insecurity on state learning goal orientation is weakened when professional identification is higher (vs. lower). Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

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In this article, we advance a novel intra-individual conflict cognitive process framework, highlighting two structural elements of conflict experiences: (1) directions (sending vs. receiving) and (2) team boundaries (within team vs. between team). Integrating theorizing on cognitive resource allocation, we explain how and why the effect of individuals' conflict experiences on their task performances hinges upon their self-regulation of attention processes guided by the structural elements of conflict experiences. In Study 1, using data extracted from continuous audio and video streams of paramedics participating in live-actor mass-casualty response exercises, we found that sending within-team conflict and receiving between-team conflict related positively with task performance, whereas receiving within-team conflict related negatively to task performance. In Study 2, we conducted a mixed-design scenario-based experiment to examine the underlying mechanisms that drive such effects. Our findings reveal that on-task attentional pull was an important mechanism for a positive sending within-team conflict–task engagement relationship, whereas off-task attentional demands were driving the negative receiving within-team conflict–task engagement relationship. Collectively, we demonstrate that examining the intra-individual microfoundations of conflict in a multiteam context yields unique insights and enables building new theory on when and why conflict is beneficial or harmful. [ABSTRACT FROM AUTHOR]

Hedge fund teams with heterogeneous educational backgrounds, academic specializations, work experiences, genders, and races, outperform homogeneous teams after adjusting for risk and fund characteristics. An event study of manager team transitions, instrumental variable regressions, and an analysis of managers who simultaneously operate solo- and team-managed funds address endogeneity concerns. Diverse teams deliver superior returns by arbitraging more stock anomalies, avoiding behavioral biases, and minimizing downside risks. Moreover, diversity allows hedge funds to circumvent capacity constraints and generate persistent performance. Our results suggest that diversity adds value in asset management. Authors have furnished an Internet Appendix , which is available on the Oxford University Press Web site next to the link to the final published paper online [ABSTRACT FROM AUTHOR]

Intrinsic motivation has received widespread attention as a predictor of positive work outcomes, including employees' prosocial behavior. We offer a more nuanced view by proposing that intrinsic motivation does not uniformly increase prosocial behavior toward all others. Specifically, we argue that employees with higher intrinsic motivation are more likely to value intrinsic motivation and associate it with having higher morality (i.e., they moralize it). When employees moralize intrinsic motivation, they perceive others with higher intrinsic motivation as being more moral and thus engage in more prosocial behavior toward those others, and judge others who are less intrinsically motivated as less moral and thereby engage in less prosocial behaviors toward them. We provide empirical support for our theoretical model across a large-scale, team-level field study in a Latin American financial institution (n = 784, k = 185) and a set of three online studies, including a preregistered experiment (n = 245, 243, and 1,245), where we develop a measure of the moralization of intrinsic motivation and provide both causal and mediating evidence. This research complicates our understanding of intrinsic motivation by revealing how its moralization may at times dim the positive light of intrinsic motivation itself. [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]

Although teams of negotiators are widely assumed to be better at unlocking integrative solutions compared to individual negotiators, the interteam negotiation context is characterized by unique challenges that can make effective collaboration between teams difficult. We extend our theoretical understanding of interteam negotiations by offering novel insights about when and why teams realize their potential in integrative negotiations. Specifically, we propose a theoretical model that explains how hierarchical team structures reduce information elaboration within teams, which reinforces "fixed-pie" assumptions that prompt the reliance on value-claiming behaviors between teams and lower high-quality outcomes such as the joint gain achieved. Across four studies, each involving interactive team-on-team negotiations, we provide support for the hypothesized effects of formal intrateam hierarchies on joint gain, and test a useful intervention to mitigate the harmful effects of hierarchically structured teams at the negotiation table. Contributions to the literatures on team negotiations, interteam collaboration, and hierarchical differences within teams are discussed. [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]

Organizations that increasingly rely on interdependent teams, such as project teams, often imply work that is important, improvisational, and interdependent. However, these are the very same task conditions where trust is most fragile and in need of repair. As a result, organizations may wish to intervene in repairing interpersonal trust among members. Through an inductive qualitative study of a French antiterrorist unit, we move beyond dyadic treatments of interpersonal trust repair to theorize a model that elucidates the organizational practices that can be used to guide members through the trust repair process. We also induce core mechanisms, such as establishing trust violation rules and providing trust templates, that explain why these organizational practices work to repair interpersonal trust. We suggest how this organizationally directed trust repair process can lead to full, partial, or failed trust repair for trust violators, with consequences on whether and how these violators may be reintegrated into the organization. We conclude by discussing the contributions of our research on trust repair, as well as on how organizations treat organizational wrongdoers, and suggest several avenues for future research. [ABSTRACT FROM AUTHOR]

Background: A humble leadership style promotes human relationships above transactional relationships. Purpose: This study aimed to evaluate predictors and differences in humble nursing leadership and team performance based on sample characteristics and the total scores of the concepts. Methods: Using a quantitative cross‐sectional design, convenience snowball samples of 260 participants distributed as nursing academics (66), senior nurses (94), and novice nurses (100) were recruited. An online poll was distributed in March 2022 in selected Jordanian public and private universities and hospitals. Using the Statistical Package for the Social Sciences (SPSS), the general linear model (GLM) was used to determine predictors of humble leadership style and team performance. T‐tests or one‐way analyses of variance (ANOVAs) were employed to detect the differences in the total scores of the studied concepts. Results: Academics, nurses, and teams were generally humble. The team functioned relatively well and effectively. Humble leadership scores correlated moderately with team performance. The ANOVA showed some significant differences between the two studied variables. Conclusions. A humble leadership style improves employees' and the team's performance. This study illuminates how a humble leadership style affects team performance. [ABSTRACT FROM AUTHOR]

Background: Missed nursing care has become a global health concern because of its impact on patient safety and nursing care quality. It is a critical indicator of nursing care quality and adverse patient outcomes. However, data regarding the magnitude and reasons for missed nursing care is limited in the study area. This study aimed to determine the magnitude and reasons for missed nursing care among nurses working in South Gondar zone public hospitals. Methods: An institution-based cross-sectional study design was conducted among nurses working in South Gondar zone public hospitals from December 12, 2023, to January 20, 2024. The data was collected through self-administered MISSCARE survey tools. The collected data were entered into EpiData V.4.2 and then exported to SPSS V.25 for analysis. The statistical significance of the association between outcome variables and independent variables was declared at a P-value less than 5% (0.05) at 95% CI. Result: The magnitude of missed nursing care in the study area was 51.7% (95% CI: 46.89–55.47%). Medications administered as ordered (69.8%), skin/wound care (69.8%), vital signs assessed as ordered and accordingly (68.8%), and IV/central line site care and assessments according to hospital policy (66.2%) were among the nursing care elements that were frequently missed. Material resource (76.7%), teamwork (69.1%), labor resource (65.5%), and communication (56.3%) were the main reasons for missed nursing care. Inadequate number of staff 2.9 (1.75, 4.75), training (CPD) in nursing care 1.9 (1.16, 3.14), equipment's not available 3.9 (2.16, 6.89), and medication were not available. 4.4 (2.48, 7.76) were associated with missed nursing care. Conclusion: The proportion of commonly missed nursing care was high. After adjusting for demographic variables, labor resources, material resources, and communication were reasons for commonly missed nursing care. Increasing the number of nurses, investing in nurse training, working on equipment availability, and increasing medication availability could minimize frequent omissions of nursing care. [ABSTRACT FROM AUTHOR]

Introduction: Operating room (OR) efficiency is a key factor in determining surgical healthcare costs. To enable targeted changes for improving OR efficiency, a comprehensive quantification of the underlying sources of variability contributing to OR efficiency is needed. Previous literature has focused on select stages of the OR process or on aggregate process times influencing efficiency. This study proposes to analyze the OR process in more fine-grained stages to better localize and quantify the impact of important factors. Methods: Data spanning from 2019-2023 were obtained from a surgery center at a large academic hospital. Linear mixed models were developed to quantify the sources of variability in the OR process. The primary factors analyzed in this study included the primary surgeon, responsible anesthesia provider, primary circulating nurse, and procedure type. The OR process was segmented into eight stages that quantify eight process times, e.g., procedure duration and procedure start time delay. Model selection was performed to identify the key factors in each stage and to quantify variability. Results: Procedure type accounted for the most variability in three process times and for 44.2% and 45.5% of variability, respectively, in procedure duration and OR time (defined as the total time the patient spent in the OR). Primary surgeon, however, accounted for the most variability in five of the eight process times and accounted for as much as 21.1% of variability. The primary circulating nurse was also found to be significant for all eight process times. Discussion: The key findings of this study include the following. (1) It is crucial to segment the OR process into smaller, more homogeneous stages to more accurately assess the underlying sources of variability. (2) Variability in the aggregate quantity of OR time appears to mostly reflect the variability in procedure duration, which is a subinterval of OR time. (3) Primary surgeon has a larger effect on OR efficiency than previously reported in the literature and is an important factor throughout the entire OR process. (4) Primary circulating nurse is significant for all stages of the OR process, albeit their effect is small. [ABSTRACT FROM AUTHOR]

As modern work is increasingly characterised by virtual collaboration, leaders have to coordinate teams across multiple work sites. One way to align dispersed team members towards collective goals is to strengthen their identification with the team. However, little is known about how to strengthen identification in virtual teams that do not share a physical environment. We conducted interviews based on the critical incident technique with 26 virtual leaders and 20 virtual team members. Qualitative content analysis revealed six categories of leader behaviour: 1) define the team, 2) strengthen team interdependence, 3) emphasise the team as a whole, 4) empower the team, 5) recognise team effort, and 6) stimulate informal team exchange. By mapping previous research and our findings onto a tridimensional model of social identification, we highlight both, behaviour similar to face-to-face leader behaviour and behaviour unique to the virtual context, and provide concrete behaviours for leadership practice and intervention studies. [ABSTRACT FROM AUTHOR]

Background: Even though human rights advocacy is a part of mental health care, psychiatric nurses in South Africa's primary healthcare (PHC) setting face substantial challenges when advocating for the rights of mental health care users (MHCUs). The study aimed to develop a conceptual framework to facilitate psychiatric nurses' advocacy for mental healthcare users' human rights in a PHC setting. Methods: A qualitative, exploratory, descriptive, and contextual design was used to investigate the psychiatric nurses' experiences advocating for MHCUs' human rights in a PHC setting. Three phases were followed: the empirical phase, the classification of concepts, and a development phase. Following the empirical phase, a conceptual framework was developed to facilitate psychiatric nurses' advocacy for MHCUs human rights in a PHC setting. Results: Three themes were derived from focus group interviews with psychiatric nurses in the empirical phase. These themes yielded the central concept as 'the facilitation of empowerment' of psychiatric nurses in advocating for MHCUs' human rights. The central concepts were also classified. A conceptual framework was developed that included the relationship, working and termination phases. Conclusion: The study described the development of a conceptual framework to facilitate psychiatric nurses' advocacy for mental healthcare users' human rights in a PHC setting. Psychiatric nurses play a key role in advocating for the human rights of MHCUs. This task is important and should be implemented from the government to the societal level, including all stakeholders. [ABSTRACT FROM AUTHOR]

Introduction: The present study analysed the mediating role of interactional justice and horizontal trust between transformational leadership and organisational outcomes (i.e., job performance and service quality) at the work team level and the cross-level relationship of team horizontal trust with job performance at the individual level, controlling for work engagement based on the HERO Model. Methods: Through structural equations and hierarchical linear models, the proposed hypotheses were addressed. The sample corresponds to 1,638 workers grouped into 109 work teams belonging to 28 hospitals in Spain. Results: First, Structural Equation Modelling analysis revealed that, as expected, at the team level, interactional justice and horizontal trust mediate positive and significantly the relationship between transformational leadership and organisational outcomes (i.e., job performance and service quality). Secondly, the results of the Linear Hierarchical Models showed a positive relationship between work engagement and individual level performance. Finally, the multilevel analysis revealed that horizontal trust at the team level is positively related to work engagement at individual level; however, there is no crosslevel relationship between horizontal trust at the team level and individual performance controlled by work engagement. Discussion: Horizontal trust, at the team level, is positioned as a mediating variable between resources and organisational outcomes. Furthermore, it proves to be a key cross-level element for generating work engagement and job performance. The theoretical and practical implications of the study based on the HERO Model are discussed. [ABSTRACT FROM AUTHOR]

Background: Team-based primary care (PC) enhances the quality of and access to health care. The Veterans Health Administration (VHA) implements team-based care through Patient Aligned Care Teams (PACTs), consisting of four core members: a primary care provider, registered nurse (RN) care manager, licensed vocational nurse, and scheduling clerk. RNs play a central role: they coordinate patient care, manage operational needs, and serve as a patient point of contact. Currently, it is not known how varying levels of RN staffing on primary care teams impact patient outcomes. Objective: This study aims to empirically assess how the stability of RN staffing within team-based primary care affects patient access to care. Methods: A retrospective database review using clinical and administrative data from the VHA over 24 months. Participants included 5,897 PC PACTs across 152 VHA healthcare facilities in the United States and its territories. The stability of personnel in the RN role was categorized as: RN continuous churn, RN staffing instability and RN vacancy. All 3 categories were compared to teams with RN stability (i.e., same person in the role for the entire 24-month period). Access measures included: average third-next-available appointment, established patient average wait time in days, urgent care utilization, emergency room utilization, and total inbound-to-outbound PC secure messages ratio. Results: RN continuous churn within PACTs had a significant impact on third-next-available appointment (b = 3.70, p < 0.01). However, RN staffing instability and vacancy had no significant relationship with any of the access measures. Several risk adjustment variables, including team full-time equivalency, team stability, relative team size, and average team size, were significantly associated with access to health care. Conclusions: Teams are impacted by churn on the team. Adequate staffing and team stability significantly predict patient access primary care services. Healthcare organizations should focus on personnel retention and strategies to mitigate the impact(s) of continuous RN turnover. Future research should examine the relative impact of turnover and stability of other roles (e.g., clerks) and how team members adapt to personnel changes. [ABSTRACT FROM AUTHOR]

Organizations have increasingly relied on team-based reward systems to boost productivity and foster collaboration. Drawing on the literature on ethics and justice as well as appraisal theories of emotion, we examine how team-based reward systems can have an insidious side effect: They increase the likelihood that employees remain silent when observing a team member engage in unethical behavior. Across four studies adopting different methods, measures, and samples, we found consistent evidence that people are less likely to report (i.e., speak up or provide anonymous feedback about) a team member's unethical behavior in team-based than in individual-based reward systems. Furthermore, our research reveals that this effect is primarily driven by a decrease in the experience of moral anger, which subsequently leads to a decreased likelihood of reporting unethical behavior when it benefits the team rather than the individual. We do not find support for perceived indirect benefit or envy as alternative explanations, suggesting that the decision to report a team member's unethical behavior is not driven by calculative and selfish motives, but by moral motives. Finally, we establish that the effect is contingent on the observer and the perpetrator being members of the same team; it dissipates when the observer and the perpetrator are part of different teams. Our work contributes to research on reward systems and business ethics and provides practical implications for human resource practices. [ABSTRACT FROM AUTHOR]

The health care industry is experiencing a transformative shift from traditional fee-for-service models to value-based care (VBC), emphasizing improved patient outcomes, enhanced quality, and reduced costs. While Centers for Medicare & Medicaid Services Innovation Center models focus on financial and quality outcomes, a critical opportunity for reform lies in organizational culture. VBC signifies a cultural and systemic evolution aligned with the quintuple aim of enhancing equitable patient outcomes, improving quality, reducing costs, and prioritizing provider well-being. Cultural impacts play a pivotal role in this transformation. [ABSTRACT FROM AUTHOR]

Although shared leadership is typically considered a beneficial leadership approach, findings reporting its effectiveness are mixed. By integrating implicit theory and the "Too-Much-of-a-Good-Thing" (TMGT) effect, this study hypothesizes that both too little and too much shared leadership restrict team creativity and employee creativity. We test such double threshold logic across three independent studies. Study 1 results reveal that shared leadership can promote team creativity, but only within a certain range. Results from Study 2 suggest that shared leadership is positively related to employee creativity, but again only within a certain range. Study 3 replicates the findings of Study 1 and Study 2, and reveals that shared leadership is unrelated to employee creativity when team collectivism is high. Together, these findings suggest that there is a double-threshold effect of shared leadership on employee creativity and team creativity, and that the double-threshold effect of shared leadership on employee creativity is moderated by team collectivism. [ABSTRACT FROM AUTHOR]

Cervical cancer screening programs in Australia have been developed to detect early precancerous changes in women with a cervix aged between 25 and 74. Yet, many barriers remain to the uptake of cervical screening. Barriers include a lack of culturally appropriate service provision, physical access, poor health literacy, emotional difficulties, socio-economic disadvantage and not having access to a female service provider. In remote and very remote areas of Australia, additional barriers experienced by Aboriginal or Torres Strait Islander peoples include a distrust of healthcare providers and a lack of services, resulting in a much higher rate of diagnosis and death from cervical cancer. General practice nurses (GPNs) are well placed to conduct cervical screening tests (CSTs) after they have undertaken additional education and practical training. GPNs' increase in scope of practice is beneficial to general practice as it helps to remove some barriers to cervical screening. In addition, GPNs conducting CSTs reduce GP workload and burnout and increase teamwork. GPNs working in metropolitan clinics have greater access to training facilities, whereas those working in rural and remote clinics are required to travel potentially long distances to complete practical assessments. This highlights the need for training to be made available in rural and remote areas. The aim of this forum paper is therefore to generate further discussion on the need for training programs to be made available in rural and remote areas to aid the upskilling of GPNs. Low cervical cancer screening rates in regional, rural and remote areas result in a higher rate of cancer diagnosis and death. General practice nurses when upskilled are able to address barriers to cervical screening, especially in regional and rural areas. Localised training courses may assist general practice nurses to be upskilled in their region. [ABSTRACT FROM AUTHOR]

The article discusses the strategies employed by a community hospital in Pennsylvania with designated with the American Nurses Credentialing Center Magnet Recognition Program in helping foster and increase nurse satisfaction. Cited are the benefits of having a shared governance structure at the hospital, the effectiveness of clinical ladder programs (CLP) in increasing nurse engagement, and career advancement opportunities that the hospital provides to its employees.

Aim: To analyse the qualitative evidence on the role of critical care nurses in rapid response teams. Design: Qualitative systematic review. Methods: This qualitative systematic review employed Bettany‐Saltikov and McSherry's guidelines and is reported according to the Enhancing Transparency in Reporting the Synthesis of Qualitative Research checklist. Two pairs of blinded researchers screened the articles. The data were synthesised using a thematic analysis approach. Data Sources: A systematic literature search was conducted using the CINAHL, Embase and MEDLINE databases. Results: Seven studies were included, and three main roles were identified: (1) balancing between confidence and fear in clinical encounters, (2) facilitating collaboration and (3) managing challenging power dynamics in decision‐making. Conclusion: Critical care nurses possess extensive knowledge and skills in providing critical care to patients experiencing deterioration on general wards. They play a vital role in facilitating collaboration between team members and ward staff. Furthermore, within the rapid response team, critical care nurses assume leadership responsibilities by overseeing the comprehensive coordination of patient care and actively engaging in the decision‐making process concerning patient care. Implications for the Profession: Highlighting the central role of critical care nurses in rapid response teams as well such a team's benefits in healthcare organisations can promote applications for funding to support further quality assurance of rapid response teams and thus enhance patient safety. Impact: Health care organisations can assure the quality of rapid response team by providing economical resources and training. The education providers should facilitate and standardise curriculum for critical care nursing students to achieve necessary knowledge and skills as members in rapid response teams. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

The authors describe the phases (conceptualizing, actualizing, and ensuring success of science) necessary for developing a successful research grant application for funding. Emphasis is on the development of an important and novel research question, clear conceptualization of the study, development of specific aims, theory to guide the study, a well-designed approach, and the role of teamwork to enhance success. The challenges that can occur during these phases of grant writing are also addressed. [ABSTRACT FROM AUTHOR]

Organizational culture is complex because different systems and patterns influence it. It is linked with the decreasing turnover rate of nurses, increasing job satisfaction and commitment, and improving performance. This concept was examined using Walker and Avant's concept analysis method. The five attributes of organizational culture are workplace environment, behaviors, values, beliefs, and attitudes. Antecedents are people, communication, teamwork, leadership, and relationships. The consequences are described as a positive and negative organizational culture. Nurse educators and administrators should examine their workplace culture to make it easy to introduce change to their environment. [ABSTRACT FROM AUTHOR]

Background: The evidence for the benefits of early mobilization in intensive care is growing. Early mobilization differs from most other interventions in intensive care since the patient's participation is requested. What kind of challenges this entails for the intensive care clinicians, and what is crucial in successful early mobilization from their perspective, is sparsely explored and was therefore the purpose of this study. Methods: Semi-structured interviews were held with 17 intensive care clinicians, seven nurses, five assistant nurses and five physiotherapists. The interviews were analyzed with a phenomenographic methodology. Findings: Four descriptive categories emerged: 1) Taking responsibility; 2) Taking the patient's perspective; 3) Time or not time to mobilize; and 4) The "know-how" of early mobilization. Early mobilization was perceived as an important and crucial part of intensive care. It includes positioning and sensory stimulation, which could be used to re-orientate the patient and prevent delirium. The patients' experiences were considered individual with a mix of strong emotions. Despite the stated significance of early mobilization, different conceptions were expressed about the right time, some of them based on concerns for the patient, and some due to safety concerns. In the optimal active mobilization to upright positions there was an emphasis on careful preparation and patient involvement, including negotiation and active participation. Conclusions: The importance of early mobilization is indisputable. Successful early mobilization is achieved by applying a person-centered approach, involving the patient as an active partner. Early mobilization comprises positioning and sensory stimulation and should be included in the daily planning of patient care. [ABSTRACT FROM AUTHOR]

Background: Intensive care units are critical environments where various alarm systems play a pivotal role in patient monitoring and safety. Alarm fatigue can lead to slower response times and missed alarms, compromising patient safety and increasing stress and burnout among intensive care unit nurses. Understanding how intensive care unit nurses respond to and manage these alarms is crucial in evaluating their impact on patient care and nursing well-being. Methods: This descriptive qualitative study explored the experiences of intensive care unit nurses in alarm management. Conducted in the medical and surgical intensive care units of a Northern Taiwan medical center, the study involved 15 nurses. Semi-structured interviews were utilized to investigate the working experiences of ICU nurses in alarm management and to identify their coping strategies for dealing with the constant inundation of medical device alarms. The interviews were transcribed, and content analysis was applied to identify key themes in the responses. Results: The study revealed five main themes in intensive care unit nurses' strategies for managing alarms: (1) Mastering alarm signals and acting; (2) Team monitoring for life preservation; (3) Enhancing senses and distinguishing carefully; (4) Learning from the lessons of incidents for vigilant reflection; and (5) Detach alarms' influence on daily life. These coping strategies are effective in alarm management, safeguarding patients' lives, enhancing the serenity of the clinical environment, and mitigating the physical and mental exhaustion caused by alarm fatigue. Conclusions: Intensive Care Unit nurses develop various coping strategies to manage medical device alarms, based on their experience. These strategies are crucial in maintaining patient safety and reducing nurse alarm fatigue. They can also be used for nursing education and clinical training. [ABSTRACT FROM AUTHOR]

Background and Aims: Potentially harmful polypharmacy is a growing public health concern. This article aims to evaluate the effectiveness of a structured Team Approach to Polypharmacy Evaluation and Reduction (AusTAPER) framework. Methods: We recruited patients at metropolitan hospitals for a randomised controlled trial with 12 months of follow‐up. The intervention included a comprehensive medicines history, multidisciplinary meeting and medicines review prior to discharge, with engagement with the participants' general practitioner extending after discharge. The primary outcome was the change in the number of regular medicines used at 12 months from baseline. A cost consequence was performed to estimate costs per participant during the study period. Results: There were 98 participants enrolled in the study. The number of regular medicines was significantly reduced from baseline in both groups (−1.7 ± 4.3, t = 2.38, P = 0.02 in the control group vs −2.7 ± 3.6, t = 4.48, P = 0.0001 in the intervention group), although there was no statistical difference detected between the two groups (1.0 (SE 0.9), t = 1.03, P = 0.31). The intervention was estimated to cost AU$644.17 and was associated with cost savings of AU$552.53 per participant in sustained reduced medicines cost. Health outcomes and healthcare costs were similar in both groups. Discussion: Medicines were significantly reduced in both groups, with a trend to a larger reduction in medicines at 12 months in the intervention group. The intervention cost was approximately offset by sustained reduced medicines cost, although these results should be regarded cautiously because of the absence of significance in the differences in outcomes between groups. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To gain an understanding of nurse managers’ experiences of the COVID-19 pandemic • To appreciate that fear, related to fear of infection and information overload, was a major issue for nurse managers during the pandemic • To consider adopting already-established COVID-19 guidelines to support effective infection control procedures and communication in future pandemics. Background: Research shows that front-line nurses’ workload and stress levels increased during the coronavirus disease 2019 (COVID-19) pandemic, however, there is little research of these factors in relation to nurse managers. Previous research undertaken in Austria found that some nurse managers working in nursing homes undertook clinical as well as managerial functions during the pandemic, a double burden that could have increased their stress levels and have had adverse psychological, physical and social consequences. Aim: To investigate the effects of the COVID-19 pandemic on nurse managers’ workload, perceptions of teamwork and stress levels, and the physical, psychological and social consequences of working during the pandemic. Method: A cross-sectional design was used. Respondents (n=238) were sent an online questionnaire during the second wave of the pandemic (which in Austria was November 2020 to March 2021) containing questions on demographics and fear of infection, their current workload compared with pre-pandemic workload, their perceptions of the influence of the pandemic on teamwork, their levels of stress measured using the Perceived Stress Scale (PSS), and the physical, psychological and social consequences of working during the pandemic. Results: Most respondents (95%) had to undertake more or much more work than usual during the pandemic, while just over half (52%) perceived that the influence of the pandemic on teamwork had been positive throughout or partially positive. Overall, the respondents’ level of stress was moderate, as measured by the PSS. Around 28% of respondents were afraid of infecting someone other than themselves, notably their families, employees and patients. Fear for themselves, their families and their patients or residents were commonly reported psychological consequences of working during the pandemic, while confusion due to information overload was the second most commonly reported psychological consequence. Conclusion: Comparing results with previous research is difficult due to the lack of research of nurse managers’ experiences of the pandemic. Fear appears to have been a major issue for nurse managers during the pandemic, particularly in relation to infection and information overload. This emphasises the need for healthcare organisations to focus on the mental health and well-being of nurse managers, as well as front-line staff, during and after crisis situations such as a pandemic. Organisations may consider reworking and adopting already-established COVID-19 regulations, schedules and local guidelines, particularly in terms of communication and infection control, which could help to reduce nurse managers’ fear in future crisis situations. [ABSTRACT FROM AUTHOR]

Background: Extracorporeal Membrane Oxygenation (ECMO) is a high-risk, low-volume procedure requiring repetition, skill and multiple disciplines with fidelity of communication. Yet many barriers exist to maintain proficiency and skills with variable cost and fidelity. We designed and implemented a low-cost monthly ECMO simulation and hypothesized providers would have increased familiarity and improved teamwork. We also review some key elements of cost, fidelity and evaluation of effectiveness. Methods: A structured, 1-hour ECMO simulation was performed on a customized mannikin on a monthly basis in 2022. Qualitative surveys were administered to each member post-simulation. Answers were categorized by theme, including satisfaction of patient care, evaluation of self and team dynamics, and areas for improvement. Results: Most participants were satisfied with their ability to take care of the patient, with common themes of communication and coordination of roles. Identified areas of improvement were mostly limited to technical skills, and soft skills such as communication and teamwork. Conclusions: We designed and implemented a low-cost, monthly and multi-disciplinary ECMO simulation program with overall positive feedback and identified areas for improvement. There remains variability in cost, fidelity and evaluation of performance and retention. There may be a need to create guidelines for ECMO simulation training that can be applied at all institutions utilizing ECMO for patient care. [ABSTRACT FROM AUTHOR]

Background: The COVID‐19 pandemic put unprecedented pressure on weight management services. These services were required to adapt to continue to provide care for people living with obesity. This study sought to develop consensus recommendations on the best practice solutions adopted by weight management services in the United Kingdom during the COVID‐19 pandemic. Methods: This study utilised a semi‐structured interview and a modified Delphi methodology to develop a consensus of best practice recommendations identified by specialist weight management services during the pandemic. Results: Twenty‐three healthcare professionals working in weight management service across the United Kingdom participated in the study. Analysis of interview transcripts identified four key thematic domains: outpatient, patient education and support, perioperative care and team working. Of the initial 43 unique recommendations, 30 reached consensus agreement. Outpatient recommendations focused on communication strategies, patient self‐monitoring and remote patient tracking. Patient education and support recommendations addressed the development of online educational resources and support groups. Perioperative care recommendations emphasised case prioritisation, waiting list support and postoperative care. Team working recommendations targeted the use of digital collaboration tools and strategies for effective teamwork. Conclusion: Developing consensus recommendations on best practice is a critical step for weight management and outpatient services to achieve higher standards of care. These recommendations provide a springboard for departmental discussions, paving the way for improved experiences for individuals living with obesity as they progress along their weight management journey. Key points: During times of crisis, healthcare providers in weight management services can rapidly adopt innovative digital solutions to support good patient care.Thirty expert consensus recommendations relating to outpatient management, patient education and support, perioperative care and team working were found.Collaborative research is key to further guideline development on obesity management in areas of outpatient care, patient education, perioperative care and team working. [ABSTRACT FROM AUTHOR]

Transparency in teamwork and across team members' status is one of the main challenges in remote work, and using online collaborative whiteboards (OCW) is a potential solution for more transparent teamwork. We explore the experience of transparency of three design teams who used an OCW called Miro in remote work during the COVID-19 pandemic. Our aim was to gain in-depth understanding on what constitutes transparency in this teamwork context. We conducted a qualitative interview study with 11 participants who are user experience and service designers, and who actively use Miro in their daily work. We adopted sociomateriality as our research lens and thematically analysed the data, finding that transparency at work is a dynamic experience ranging between positive and negative. Rather than being merely users' or organisations' choices or the result of the tool affordances, the experience of transparency at work is an outcome of sociomaterial entanglements between the user, tool, and organisation. Furthermore, the occupational and organisational factors not only affect the experience of transparency, but they also actively constitute it. [ABSTRACT FROM AUTHOR]

Most corporate projects suffer from the problem of scope creep, despite of the methodologies available to cope with this issue. Organisations have utilised computer-supported collaborative learning (CSCL) approaches to enhance employees' project management (PM) training. Most prior studies on CSCL and PM focus on the application of CSCL for PM training in the contexts of educational institutions. It is thus uncertain that their findings are applicable to the real-world PM situations. Additionally, those studies did not specifically investigate the effects of key PM-related CSCL features on PM learning. Therefore, this study identifies and empirically investigate the effects of the key CSCL features, namely goal orientation, individual accountability, and structured interaction, on the level of scope completeness and the effectiveness of stakeholder management (SHM) in a context in which an online case-based collaborative learning system was implemented for PM learning purposes. Data collected from 264 PM professionals were analyzed using the method of partial least squares to examine the proposed research model. The results show that all the three key CSCL features have a significant direct/indirect influence on the level of scope completeness and the SHM effectiveness. Implications for theory and practice, research limitations, and future research directions are discussed correspondingly. [ABSTRACT FROM AUTHOR]

Although the value of humor is appreciated in mental health care, little is known about how professionals employ humor. The purpose of this systematic review was to explore how mental health professionals use humor. Academic databases were systemically searched. Papers were subjected to quality appraisal. Ten studies met eligibility criteria. Mental health staff used humor to cope with stress and adversity. They also used humor to enhance relationships with service users, and to erode team-related power dynamics. It was suggested that knowing when to use humor appropriately was dependent on experience and how well staff knew service users. However, it was also found that staff's use of humor was sometimes negatively perceived by service users, as it could reinforce power dynamics. Due to the limited and low level of evidence, it is recommended that rigorous research in the area of humor in mental health practice is undertaken. [ABSTRACT FROM AUTHOR]