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We compare two alternative approaches for evaluating the potential of a work group or team: one that focuses on team members' demographic characteristics and one that focuses on the members' social networks. Given that people's network contacts often share their demographic attributes (i.e., the network is homophilous), the two approaches seem equivalent and the first seems preferable because it is easier to implement. In this paper, we demonstrate several important limits to this rationale. First, we argue and show, in an analysis of 1,518 project teams in a contract research and development firm, that even when internal organizational networks are significantly homophilous with respect to demographic variables, the very logic of the causal structure that underlies theories of demographic diversity carries ambiguous performance implications. This ambiguity is due to the fact that demographic diversity has opposing effects on two social network variables—internal density and external range—each of which has a positive effect on a team's performance. We also demonstrate that a focus on demographic criteria is problematic because the demographic makeup of an organization can place inherent limits on a manager's ability to shape the demographic composition of a team. The ambiguous performance implications and the inherent limits placed on a manager's ability to manage a team's demography reduce the likelihood that a manager's interventions will be successful. The performance implications of managing a team's social capital, however, are clear.

"This book presents advanced research on the concept of creativity using virtual teams, demonstrating a specific focus and application for virtual teams. It presents tools, processes, and frameworks to advance the overall concept that leveraging ideas from different locations in an organization and within extended networks is based on creativity, which can deliver innovation"--Provided by publisher

An important and highly actionable blueprint for optimum workplace safetyHealth and safety management is an ongoing concern in today's workplace. Effective Environmental, Health, and Safety Management Using the Team Approach provides today's safety professionals with an excellent resource for protecting their organizations' most important resource-their employees

An integrated, collaborative model for more comprehensive patient care Creating Effective Mental and Primary Health Care Teams provides the practical information, skills, and clinical approaches needed to implement an integrated collaborative care program and support the members of the care team as they learn this new, evidence-based, legislatively mandated care delivery system. Unique in presenting information specifically designed to be used in an integrated, collaborative care workflow, this book provides specific guidance for each member of the team. Care managers, consulting psychiatrists, primary care providers, and administrators alike can finally get on the same page in regard to patient care by referring to the same resource and employing a common framework. Written by recognized experts with broad research, clinical, implementation, and training experience, this book provides a complete solution to the problem of fragmented care. Escalating costs and federal legislation expanding access to healthcare are forcing the industry to transition to a new model of health care delivery. This book provides guidance on navigating the changes as a team to provide the best possible patient care.-Integrate physical and behavioral care -Use evidence-based treatments for both -Exploit leading-edge technology for patient management -Support each member of the collaborative care team Strong evidence has demonstrated the efficacy of a collaborative care approach for delivering mental health care to patients in a primary care setting. The field is rapidly growing, but few resources are available and working models are limited. This book provides a roadmap for transitioning from traditional methods of health care to the new integrated model. Providers ready to move to the next level of care will find Creating Effective Mental and Primary Health Care Teams an invaluable resource

Mockup technology, the transformation of two-dimensional design drawings into three-dimensional representations of hardware concepts, is a well established design tool within the engineering community. When employed or controlled by the industrial design-human factors support team, mockup development is an extremely effective means for influencing equipment design so that the needs of the eventual user are served. A number of difficulties that confront the industrial designer within the aerospace industry setting are discussed. One method of entering into the advanced system development process is through the assumption of responsibility for mockup design, development, construction and evaluation. In the course of mockup development, excellent opportunities are available for introducing human factors and industrial design principles into preliminary and detailed design of advanced manned systems. The diverse purposes served by mockups are discussed, and representative case histories illustrating the application of various mockup techniques in aerospace systems are presented.

The use of teams in systems engineering (SE) projects has become standard practice in many industries. Yet little attention is given in SE literature to explaining why some SE teams are more effective than others. In this study, four civil engineering projects were studied in which SE was used. Two projects were considered effective and two moderately effective. It was explored whether the differences in effectiveness could be explained from the characteristics of the teams. The Team Diagnostic Survey was used to analyse and compare the teams. The findings demonstrate that the Team Diagnostic Survey was able to discriminate between the effective and moderately effective projects and appeared to be a relevant instrument for analysing teams in civil engineering SE projects. The study also revealed that the process of actively exchanging and using team members' knowledge and skills explains for a substantial part the differences in effectiveness of the projects. © 2018 John Wiley & Sons, Ltd.

PurposeAs increasing numbers of older people retain their teeth for longer, the result is a dramatic change in both the volume and type of dental treatment required. In response to the ageing population issues, changing dental needs, a shortage of NHS dentists, and the creation of new roles in the dental profession, both the UK Department of Health and British Dental Association have emphasised the importance of dental workforce planning and in particular to estimating the size and skill‐mix of the dental team. The dental team includes such professions as dentists, hygienists, therapists and technicians. The purpose of this paper is to present collaborative work between operational researchers and dental public health researchers, and as such is the first academic project to utilise operational research (OR) techniques to address issues surrounding predictions on demand and supply of dental activities in England, with recommendations on the necessary skill‐mix of the dental team.Design/methodology/approachA three‐stage model has been constructed to predict demand for dental treatment, dental workforce supply and optimisation of the skill‐mix of the dental workforce team over the next 20 years. A cost‐benefit study is included and Monte Carlo simulation is used for sensitivity analysis.FindingsThe findings reveal a significant shortage in dental workforce supply, both currently and projected for the short‐term future.Social implicationsDemand for dental treatment is certain to rise over the next 20 or more years. An ageing population coupled with trends in increased tooth retention will have a significant impact on the need and demand for dental care amongst older people in the future. This research makes a series of recommendations in order to expand public care provision in a cost‐effective manner.Originality/valueThere is an urgent need to provide recommendations on the desirable skill‐mix of dental teams, and their cost‐effectiveness. This paper presents novel collaborative work between operational researchers and dental public health researchers, and as such is the first academic project to utilise OR techniques to address issues surrounding predictions on demand and supply of dental activities.

In this paper it is suggested that it is time to take the agency of teams seriously. Whereas the debate has previously focused on how firms may function more effectively by using team-based work organization, our aim here is to discuss and understand how teams affect the evolutionary dynamic of companies. Fieldwork in four Danish manufacturing companies helped us discover that firms as 'communities of teams' are highly dynamic entities with complex layers of different team forms that operate, innovate and improve by constantly recombining, collaborating across organizational divisions and redistributing authority, thereby challenging some of the existing 'idioms' of team research and theories of the firm. Building on these findings, we rethink research on teams by re-describing the evolutionary dynamics of firms and call for new comparative research.