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24-Karat or fool’s gold?: Consequences of real team and co-acting group membership in healthcare organizations

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24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations. / Lyuobvnikova, Joanne; West, Michael; Dawson, Jeremy et al.
In: European Journal of Work and Organizational Psychology, Vol. 24, No. 6, 2015, p. 929-950.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Lyuobvnikova, J, West, M, Dawson, J & Carter, M 2015, '24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations', European Journal of Work and Organizational Psychology, vol. 24, no. 6, pp. 929-950. https://doi.org/10.1080/1359432X.2014.992421

APA

Lyuobvnikova, J., West, M., Dawson, J., & Carter, M. (2015). 24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations. European Journal of Work and Organizational Psychology, 24(6), 929-950. https://doi.org/10.1080/1359432X.2014.992421

Vancouver

Lyuobvnikova J, West M, Dawson J, Carter M. 24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations. European Journal of Work and Organizational Psychology. 2015;24(6):929-950. Epub 2014 Dec 23. doi: 10.1080/1359432X.2014.992421

Author

Lyuobvnikova, Joanne ; West, Michael ; Dawson, Jeremy et al. / 24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations. In: European Journal of Work and Organizational Psychology. 2015 ; Vol. 24, No. 6. pp. 929-950.

Bibtex

@article{be7d60d83a6a41d4a975bd2195b2ce16,
title = "24-Karat or fool{\textquoteright}s gold?: Consequences of real team and co-acting group membership in healthcare organizations",
abstract = "Although theory on team membership is emerging, limited empirical attention has been paid to the effects of different types of eam membership on outcomes. We propose that an important but overlooked distinction is that between membership of real eams and membership of co-acting groups, with the former being characterized by members who report that their teams have shared objectives, and structural interdependence and engage in team reflexivity. We hypothesize that real team membership will be associated with more positive individual- and organizational-level outcomes. These predictions were tested in the English National Health Service, using data from 62,733 respondents from 147 acute hospitals. The results revealed that ndividuals reporting the characteristics of real team membership, in comparison with those reporting the characteristics of co- acting group membership, witnessed fewer errors and incidents, experienced fewer work related injuries and illness, were less ikely to be victims of violence and harassment, and were less likely to intend to leave their current employment. At the organizational level, hospitals with higher proportions of staff reporting the characteristics of real team membership had lower levels of patient mortality and sickness absence. The results suggest the need to clearly delineate real team membership in order o advance scientific understanding of the processes and outcomes of organizational teamwork.",
keywords = "Real team membership, Co-acting group membership , Teamwork, Healthcare management , Patient mortality",
author = "Joanne Lyuobvnikova and Michael West and Jeremy Dawson and Matthew Carter",
year = "2015",
doi = "10.1080/1359432X.2014.992421",
language = "English",
volume = "24",
pages = "929--950",
journal = "European Journal of Work and Organizational Psychology",
issn = "1359-432X",
publisher = "Taylor and Francis Ltd.",
number = "6",

}

RIS

TY - JOUR

T1 - 24-Karat or fool’s gold?

T2 - Consequences of real team and co-acting group membership in healthcare organizations

AU - Lyuobvnikova, Joanne

AU - West, Michael

AU - Dawson, Jeremy

AU - Carter, Matthew

PY - 2015

Y1 - 2015

N2 - Although theory on team membership is emerging, limited empirical attention has been paid to the effects of different types of eam membership on outcomes. We propose that an important but overlooked distinction is that between membership of real eams and membership of co-acting groups, with the former being characterized by members who report that their teams have shared objectives, and structural interdependence and engage in team reflexivity. We hypothesize that real team membership will be associated with more positive individual- and organizational-level outcomes. These predictions were tested in the English National Health Service, using data from 62,733 respondents from 147 acute hospitals. The results revealed that ndividuals reporting the characteristics of real team membership, in comparison with those reporting the characteristics of co- acting group membership, witnessed fewer errors and incidents, experienced fewer work related injuries and illness, were less ikely to be victims of violence and harassment, and were less likely to intend to leave their current employment. At the organizational level, hospitals with higher proportions of staff reporting the characteristics of real team membership had lower levels of patient mortality and sickness absence. The results suggest the need to clearly delineate real team membership in order o advance scientific understanding of the processes and outcomes of organizational teamwork.

AB - Although theory on team membership is emerging, limited empirical attention has been paid to the effects of different types of eam membership on outcomes. We propose that an important but overlooked distinction is that between membership of real eams and membership of co-acting groups, with the former being characterized by members who report that their teams have shared objectives, and structural interdependence and engage in team reflexivity. We hypothesize that real team membership will be associated with more positive individual- and organizational-level outcomes. These predictions were tested in the English National Health Service, using data from 62,733 respondents from 147 acute hospitals. The results revealed that ndividuals reporting the characteristics of real team membership, in comparison with those reporting the characteristics of co- acting group membership, witnessed fewer errors and incidents, experienced fewer work related injuries and illness, were less ikely to be victims of violence and harassment, and were less likely to intend to leave their current employment. At the organizational level, hospitals with higher proportions of staff reporting the characteristics of real team membership had lower levels of patient mortality and sickness absence. The results suggest the need to clearly delineate real team membership in order o advance scientific understanding of the processes and outcomes of organizational teamwork.

KW - Real team membership

KW - Co-acting group membership

KW - Teamwork

KW - Healthcare management

KW - Patient mortality

U2 - 10.1080/1359432X.2014.992421

DO - 10.1080/1359432X.2014.992421

M3 - Journal article

VL - 24

SP - 929

EP - 950

JO - European Journal of Work and Organizational Psychology

JF - European Journal of Work and Organizational Psychology

SN - 1359-432X

IS - 6

ER -