研究型大学创新团队建设与管理初探

创新团队是建设研究型大学的中坚力量,也是建设创新型国家的主要力量,具有重要研究价值和应用意义。为此,要适应科技创新规律,结合特色学科发展和国家需求牵引,不断探索创新团队运行和管理机制,形成稳定而和谐的创新环境,建设一批真正具有创新意识和创新能力的创新团队和创新实体。     

The Big Five personality factors and team performance: implications for selecting successful product design teams

In the pursuit of faster product development, product design teams are a growing phenomenon in many organizations. In order to be successful, these teams must be composed of people who work well together. However, despite the benefit of selecting the optimal combination of team members, this topic has received little attention. Personality has been identified as a potentially helpful selection variable in the determination of optimal team composition. This study examines the relationships between the ‘Big Five’ personality factors (Conscientiousness, Extraversion, Neuroticism, Agreeableness, and Openness to Experience) and objective team performance for three-member product design teams. In addition to this, the potential incremental contribution of personality to the variance in team performance over that accounted for by established selection measures such as general cognitive ability was investigated. In the short duration of the study, it became apparent that some teams were capable of success, and some were not. Successful teams were characterized by higher levels of general cognitive ability, higher extraversion, higher agreeableness, and lower neuroticism than their unsuccessful counterparts. In successful teams, the heterogeneity of conscientiousness was negatively related to increments in product performance. Implications for the selection of product design teams and future directions for research are discussed.     

Workgroup interdependence and satisfaction from a developmental perspective: the moderating role of the group’s life cycle stage / Interdependencia y satisfacción en el grupo de trabajo desde la perspectiva del desarrollo: el rol moderador de la fase del ciclo de vida grupal

From a developmental perspective, workgroups adjust and modify the way they function over time. The present study aims to test, at the group level, the moderating role of the group’s life phase in the relationship between workgroup interdependence ties in terms of task, outcome and functions, assessed by social network density and group satisfaction. A sample of 84 teams from various companies participated in this research. The results showed that the group’s development phase determines the way that outcome interdependence density in teams is associated with satisfaction and reveal the existence of differences between the second and fourth development stages. Therefore, the group’s life cycle stage should be considered as a relevant variable in research and intervention with groups in the workplace.     

Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity

The ability of Top Management Teams (TMTs) to reflect critically on their own actions represents an important element of effective TMT decision making and governance effectiveness. This paper therefore examines how the TMT-board interface internal to the organization, as well as the TMT interface with the external supervisory authority, shape TMT reflexivity. Drawing from governance and psychological theories, we posit that cognitive conflict at the TMT-board interface can escalate by increasing levels of affective TMT-board conflict, and hereby, harm TMT reflexivity if not managed well. This proposition was tested in a multisource team-level data set collected in the field among TMTs (N = 111 TMT members) and their supervisory boards (N = 152 board members) of 56 Dutch insurance companies. The findings demonstrate that the link between cognitive and affective TMT-board conflict is mitigated by board membership influx. Yet in cases where conflict escalation does occur, its subsequent impact on TMT reflexivity hinges on the degree to which an external supervisory authority monitored TMT actions. The results illustrate that TMT decision making processes can be effectively influenced by internal and external TMT-governance interfaces, yet at different conflict stages, and through different governance actions.     

湖南省高校高水平运动队建设现状及对策研究

按照评估指标从管理体制、队伍建设、目标定位、办队模式、生源问题、学习与训练、场地设施这几个方面对湖南省高校高水平运动队的建设现状进行研究分析。研究结果表明：针对运动队目标不明确,经费来源单一,招生职能协调不够完善;教学与训练无法协调等问题,高校高水平运动队应该明确权责,完善管理制度;积极转变思想观念,扩展资金渠道;完善场地及器材设备;缓解“学训矛盾”。     

Initiative in work teams: adaptation and validation of the Personal Initiative at Group Level Scale / Iniciativa en los equipos de trabajo: adaptación y validación de la Escala de Iniciativa Personal a nivel Grupal

In this study, we conceptualize personal initiative as a collective construct and adapt and validate a scale to evaluate it with a sample of 308 Spanish participants belonging to 91 work teams. Personal initiative at group level is a behavioural syndrome in which the team shows an approach to work that is self-initiated, proactive, persistent, capable of modifying the atmosphere and pro organization. As a predictive variable, we analysed the climate for initiative as well as personal initiative at group level. The resulting variables that were analysed referred to organization and team performance, with the team productivity and innovation as the criteria, analysing radical innovation. The scale has suitable psychometric properties. The results show that there is a relationship between the two predictive variables. Furthermore, personal initiative at group level is related to team productivity, while the climate for initiative is related to innovation.     

Mitigating the Impact of Functional Dominance in Cross‐Functional Process Improvement Teams

Manufacturing process improvement teams often draw upon cross‐functional expertise. However, teams dominated by a single or few functions often do not achieve the desired interdisciplinary learning and cooperation, which in turn could negatively affect the performance of that cross‐functional team. Through an empirical analysis of 149 manufacturing process improvement teams in six SIC industrial categories, we show that even after controlling for several factors such as team size, number of functions, gender diversity, ethnicity, number of management levels, and geographic dispersion of team members, psychological safety of work environment fully mediates the relationship between functional dominance and team performance. We also confirm that a team leader possessing high interpersonal justice mitigates the deficiency of dominated teams and improves team performance by fostering a psychologically safe work environment. Our recommendation therefore is that when a dominated team is unavoidable due to the needed skill sets or other organizational considerations, to ensure success it is imperative that the firm chooses a team leader who can promote psychological safety by being just, and who can effectively encourage input from all functional team members and give them objective feedback.     

Best Practice to Order Authors in Multi/Interdisciplinary Health Sciences Research Publications

Misunderstanding and disputes about authorship are commonplace among members of multi/interdisciplinary health research teams. If left unmanaged and unresolved, these conflicts can undermine knowledge sharing and collaboration, obscure accountability for research, and contribute to the incorrect attribution of credit. To mitigate these issues, certain researchers suggest quantitative authorship distributions schemes (e.g., point systems), while others wish to replace or minimize the importance of authorship by using “contributorship”—a system based on authors’ self-reporting contributions. While both methods have advantages, we argue that authorship and contributorship will most likely continue to coexist for multiple ethical and practical reasons. In this article, we develop a five-step “best practice” that incorporates the distribution of both contributorship and authorship for multi/interdisciplinary research. This procedure involves continuous dialogue and the use of a detailed contributorship taxonomy ending with a declaration explaining contributorship, which is used to justify authorship order. Institutions can introduce this approach in responsible conduct of research training as it promotes greater fairness, trust, and collegiality among team members and ultimately reduces confusion and facilitates resolution of time-consuming disagreements.     

Home-Based Palliative Care Study

Abstract

Purpose: To examine differences in site of death and costs of services by primary diagnosis for patients receiving home-based palliative care as compared to usual care at the end of life verity of illness, service use, and site of death.

Design and Methods: A nonequivalent group design was employed with 298 terminally ill patients diagnosed with cancer, CHF, or COPD enrolled. The treatment group received an interdisciplinary home-based palliative care program and the comparison group received usual Kaiser Permanente services. Data collected included patient demographics, se-

Results: Among all diseases, patients enrolled in palliative care were more likely to die at home. Enrollment in palliative care was significant associated with cost reductions for patients with cancer, COPD, and CHF. No significant difference was found between diagnostic groups in terms of magnitude of cost savings.

Implications: Provision of interdisciplinary home-based palliative care at end of life can effectively increase the likelihood of dying at home for patients with CHF, COPD, and cancer while realizing significant COSt savings.     

Top management departures in cross-border acquisitions: Governance issues in an international context

This study examined top management team departures in U.S. manufacturing firms acquired by a foreign multinational during the six-year period following acquisition. Results indicated that greater cultural distance between the United States and the home country of the foreign multinational, higher levels of international integration in the target industry, and poor preacquisition performance in the U.S. target company were related to greater postacquisition top management departures. These effects were moderated significantly by the foreign acquirer’s international business and U.S. acquisition experience and showed different patterns over the short-term, intermediate-term, and long-term. Implications for future research on top management teams involved in cross-border acquisitions are discussed.