Build it, but will they come? A geoscience cyberinfrastructure baseline analsys

Understanding the earth as a system requires integrating many forms of data from multiple fields. Builders and funders of the cyberinfrastructure designed to enable open data sharing in the geosciences risk a key failure mode: What if geoscientists do not use the cyberinfrastructure to share, discover and reuse data? In this study, we report a baseline assessment of engagement with the NSF EarthCube initiative, an open cyberinfrastructure effort for the geosciences. We find scientists perceive the need for cross-disciplinary engagement and engage where there is organizational or institutional support. However, we also find a possibly imbalanced involvement between cyber and geoscience communities at the outset, with the former showing more interest than the latter. This analysis highlights the importance of examining fields and disciplines as stakeholders to investments in the cyberinfrastructure supporting science

An investigation of path-goal and transformational leadership theory predictions at the individual level of analysis

This study tested the recent path-goal leadership theory prediction [House, R.J., 1996. Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7, 323-352 hat leader contingent reward behavior negatively moderates relationships between transformational leadership and subordinate performance and job satisfaction at the individual level of analysis. Also tested was the prediction that transformational leadership would positively augment the effects of leader contingent reward behavior [Bass, B.M., 1985. Leadership and performance beyond expectations. New York: Free Press]. Confirmatory factor analyses, hierarchical linear multiple regression, and within- and between-entity analyses were employed, along with a sample of 169 social services workers in 40 groups. No evidence was found supporting either the path-goal or additive augmentation hypotheses. However, a positive moderator effect was found for some transformational leader behaviors and the leader contingent reward behavior variable, supporting a form of "augmentation effect" that is not incongruent with Bass's [Bass, B.M., 1985. Leadership and performance beyond expectations. New York: Free Press] approach to transformational leadership. Additionally, strong support was obtained for the level of analysis prediction. Future research directions are briefly considered. © 2005 Elsevier Inc. All rights reserved.link_to_subscribed_fulltex

Evaluating the use of multiteam systems to manage the complexity of inpatient falls in rural hospitals

Objective To evaluate the implementation and outcomes of evidence-based fall-risk-reduction processes when those processes are implemented using a multiteam system (MTS) structure. Data Sources/Study Setting Fall-risk-reduction process and outcome measures from 16 small rural hospitals participating in a research demonstration and dissemination study from August 2012 to July 2014. Previously, these hospitals lacked a fall-event reporting system to drive improvement. Study Design A one-group pretest-posttest embedded in a participatory research framework. We required hospitals to implement MTSs, which we supported by conducting education, developing an online toolkit, and establishing a fall-event reporting system. Data Collection Hospitals used gap analyses to assess the presence of fall-risk-reduction processes at study beginning and their frequency and effectiveness at study end; they reported fall-event data throughout the study. Principal Findings The extent to which hospitals implemented 21 processes to coordinate the fall-risk-reduction program and trained staff specifically about the program predicted unassisted and injurious fall rates during the end-of-study period (January 2014-July 2014). Bedside fall-risk-reduction processes were not significant predictors of these outcomes. Conclusions Multiteam systems that effectively coordinate fall-risk-reduction processes may improve the capacity of hospitals to manage the complex patient, environmental, and system factors that result in falls

Charting a course for collaboration: a multiteam perspective

The translation of medical research from bench-to-bedside often requires integrated input from multiple expert teams. These collectives can best be understood through the lens of multiteam systems theory. Team charters are a practical tool thought to facilitate team performance through the creation of explicit shared norms for behavior. We extend the current literature on team charters to the multiteam context and make three practical recommendations for multiteam charter content that could facilitate effective communication and leadership processes between teams

Build it, but will they come? A geoscience cyberinfrastructure baseline analysis

Understanding the earth as a system requires integrating many forms of data from multiple fields. Builders and funders of the cyberinfrastructure designed to enable open data sharing in the geosciences risk a key failure mode: What if geoscientists do not use the cyberinfrastructure to share, discover and reuse data? In this study, we report a baseline assessment of engagement with the NSF EarthCube initiative, an open cyberinfrastructure effort for the geosciences. We find scientists perceive the need for cross-disciplinary engagement and engage where there is organizational or institutional support. However, we also find a possibly imbalanced involvement between cyber and geoscience communities at the outset, with the former showing more interest than the latter. This analysis highlights the importance of examining fields and disciplines as stakeholders to investments in the cyberinfrastructure supporting science

Sustainable Business Model Ideation and Development of Early Ideas for Sustainable Business Models: Analyzing a New Tool Facilitating the Ideation Process

This chapter presents an early ideation tool, the Impact Canvas® (IC), that has been specifically designed to involve different kinds of stakeholders in the early stages of the business and research ideation process. The authors discuss how a tool can support the ideation process and how the IC tool has been designed to incorporate different elements for the development of sustainable and impactful ideas. The usefulness of the tool when cooperating in a multidisciplinary team is described. The authors report feedback from users of the tool that supports the perception of the user-friendliness and usefulness of the tool. The chapter concludes with a description of how the IC tool is being further developed to support a more multidisciplinary approach to research and business ideation.acceptedVersionPeer reviewe