Cultural Interoperability in Project Taurus

To support the process of integration of Netherlands (NLD) and German (DEU) units in the DEU1. Panzerdivision (“Project Taurus”), the Commando Landstrijdkrachten of the Netherlands and the Kommando Heer of Germany asked the University of Groningen to study the development of identity and culture in these units. A large-scale survey with three waves was executed by the university in 2017, 2018 and 2019 among soldiers in the staffs of the 1. Panzerdivision, Panzerlehrbrigade9 and 43Mechanised Brigade, as well as the entire Panzerbataillon414 and 45Armoured Infantry Battalion. In addition, the present findings draw on interviews conducted prior to and after the survey waves. The level of integration is a prominent factor in how soldiers perceive the integration. This relates to how many soldiers of the other nation operate in a unit, and consequently to the frequency of contact between soldiers of the two nations. Units with 10% or more soldiers of the other nation we call ‘Deeply Integrated’. Units with less soldiers of the other nation but still a binational command relationship, are called ‘Structurally Integrated’

Managing boundaries in multiteam structures:From parochialism to integrated pluralism

Multiteam structures are increasingly used to coordinate complex tasks between different groups. To realize this potential, however, the members of a multiteam structure must manage a complex set of boundary relations within, between, and beyond the various constituent teams—boundary relations that can be cooperative, competitive, or some combination of both at the same time. This multimethod study provides insight into how multiteam structures can meet this challenge. Specifically, we examined how the different organizations that utilize and support the Dutch railway system learned to manage boundaries as they transitioned from a centralized, arms-length structure to a colocated, multiteam structure for coordinating disruption responses (i.e., the Rail Operations Control Center (ROCC)). In part 1 of our study, qualitative analyses of interview, observational, and archival data suggested that learning to manage boundaries within the ROCC was not simple or linear but evolved through trial and error during various phases. Ultimately, the ROCC developed an approach we call “integrated pluralism,” establishing a dynamic balance that combines both collaborative and competitive approaches to boundary management. In this manner, the ROCC teams were able to attain integrated solutions and coordinated task accomplishment while simultaneously defending internal team operations and home organization interests. In part 2, we employed an interrupted time series analysis to demonstrate that the implementation of the ROCC resulted in significant performance improvements. Consistent with the results of part 1, we found that these improvements emerged gradually over time as teams learned to work out their boundary relations and transitioned to integrated pluralism. These findings provide new insights into how individuals and teams can work together to tackle the unique boundary management challenges presented by multiteam structures and illuminate the dynamic trial and error process by which component teams can learn to both cooperate and compete

Multiple team membership and job performance:The role of employees' information-sharing networks

Individuals in contemporary work organizations are often involved in multiple teams at the same time. This study uses a social capital perspective to propose that employees' multiple team memberships (MTM) offer the potential for individual performance benefitsanddetriments, depending on the characteristics of an employee's information-sharing network. To test our predictions, we gathered both archival and survey data at an organization for applied research in the Netherlands. We found that individual MTM was indirectly associated with an employee's overall job performance by increasing the size of his or her information-sharing network. As expected, however, this indirect relationship was contingent on the average strength of an employee's network ties (i.e., the frequency of the respective interactions), such that MTM only improved overall performance when network ties were relatively weak. The indirect relationship between MTM and individual job performance was negative, by contrast, when an employee's network ties were relatively strong. Together, these findings advance our understanding of the mechanisms and contingency factors that shape the performance consequences associated with individuals' concurrent membership in multiple teams. Practitioner points An employee's membership in multiple teams at the same time increases the size of his or her information-sharing network within the organization. The performance consequences associated with this increased information-sharing network hinge on the characteristics of an employee's information-sharing network. If the respective information-sharing linkages are based on relatively infrequent interactions with colleagues, an employee's multiple team membership indirectly benefits his or her overall job performance. If the respective information-sharing linkages are based on relatively frequent and intense interactions with colleagues, however, an employee's multiple team membership indirectly diminishes his or her overall job performance

Integrative HCM View of Resilience and Wellbeing

One of the most outstanding consequences of the disruptions caused by the Covid-19 pandemic is the long-lasting effects on people's lives and working conditions. These are critical concerns of Human Centered Management in general, and of this book on Human Centered Management and crisis in particular. This chapter addresses the following 4 critical dimensions for promoting people's wellbeing in a workplace challenged by the global VUCA environment: Resilience, needed to bounce back from difficult times; Empowerment, to create space for creativity and responsiveness promoting engagement, active participation and self-determination; Talent Management, aiming to incentivize work engagement and satisfaction in organizations and the Life–Work Continuum, which views life and work as an integrated sequence of events rather than an ongoing confrontation between separate and often conflicting domains. The argument is that these key factors need to be addressed not only in policies but also in action ensuring people's wellbeing and organizational sustainability.</p

Perception of Temporal Patterns

To gain insight into the internal representation of temporal patterns, we studied the perception and reproduction of tone sequences in which only the tone-onset intervals were varied. A theory of the processing of such sequences, partly implemented as a computer program, is presented. A basic assumption of the theory is that perceivers try to generate an internal clock while listening to a temporal pattern. This internal clock is of a flexible nature that adapts itself to certain characteristics of the pattern under consideration. The distribution of accented events perceived in the sequence is supposed to determine whether a clock can (and which clock will) be generated internally. Further it is assumed that if a clock is induced in the perceiver, it will be used as a measuring device to specify the temporal structure of the pattern. The nature of this specification is formalized in a tentative coding model. Three experiments are reported that test different aspects of the model. In Experiment 1, subjects reproduced various temporal patterns that only differed structurally in order to test the hypothesis that patterns more readily inducing an internal clock will give rise to more accurate percepts. In Experiment 2, clock induction is manipulated experimentally to test the clock notion more directly. Experiment 3 tests the coding portion of the model by correlating theoretical complexity of temporal patterns based on the coding model with complexity judgments. The experiments yield data that support the theoretical ideas.</jats:p