Understanding Antecedents to Conflict in Geographically Distributed Research and Development Teams

We investigate the antecedents of conflict on collocated as compared with geographically distributed teams. In our field study of 16 collocated and 20 geographically distributed research and development teams, we found little evidence that distributed teams have more conflict. However, we did find that distributed teams experienced more coordination problems and less healthy conflict handling norms which were, in turn, associated with more conflict. Contrary to our predictions, neither frequency of communication nor reliance on mediating technologies were related to increased affective or task conflict. Our findings suggest that the frequency of communication and the medium used may be less important than the content of the information that flows between group members and the groupís ability to speak openly and deal with conflict as it arises

Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals, Teams, and Organizations

While organizations strive to manage the time and attention of workers effectively, the practice of asking workers to contribute to multiple teams simultaneously can result in the opposite. We present a model of the effects of multiple team membership (MTM) on learning and productivity via the mediating processes of individual context switching, team temporal misalignment, and intra-organizational connectivity. These effects are curvilinear, with learning and productivity peaking at moderate levels of these mediating processes

Extending Construal-Level Theory to Distributed Groups: Understanding the Effects of Virtuality

This Perspectives article seeks to redirect research on distributed (also referred to as virtual) groups, a well-established organizational phenomenon in which group members are separated by one or more forms of distance (e.g., geographic or temporal). Such distances directly affect individual behavior and shape other features of the context that alter group processes (e.g., by forcing groups to adopt new communication tools). Prior research has examined isolated effects of various dimensions of virtuality without considering how these effects on individual behavior and group dynamics might have conceptually related underpinnings. To address this gap, we propose an extension of construal-level theory as a way to link the effects of virtuality through a common mediating mechanism. According to construal-level theory, events or objects that are physically or temporally distant are also distant psychologically and thus are likely to be described in terms of their general characteristics. In contrast, views of more proximal events or objects will be more detailed and nuanced. We develop propositions that illustrate how objective dimensions of distance create psychological distance and how that in turn affects how individuals view and interact with their teammates. We also develop propositions that show. how the context of the distributed group (e.g., technology usage) affects this process over time. We compare and link this construal-based approach to alternatives based in theories of computer-mediated communication and social identity, and we thereby show that construal-level theory offers both parsimonious explanations and novel predictions about how and why distance alters perceptions of distributed group members (including oneself). Finally, we consider theoretical and practical implications of construal-level theory for future organization science research and the management of virtual teams

Fuzzy Teams: Why do teams disagree on their membership, and what does it mean?

Organizations increasingly rely on teams as fundamental building blocks - a focus mirrored by a long legacy of research on teams. Due to the complexity of team dynamics and processes within teams and small groups, to date such research has yielded an ambiguous or equivocal set of results regarding the determinants of team performance. I suggest that a major confounding factor in such results is the impact of contextual factors on individual members’ agreement or disagreement as to the membership of those very teams. The prevalence of such boundary disagreement is likely to continue increasing as more and more organizations structure their work around project-based teams, characterized by short time horizons and multiple overlapping contexts which stand to significantly affect individual members’ perceptions and understanding of those teams. In this research, I introduce and examine the phenomenon of team boundary disagreement. I build upon social categorization to provide a framework for the membership attribution process that leads to team boundary disagreement. In a study of 39 formally-defined, software and product development teams in a multinational software company, I use surveys and interviews to identify antecedents and effects of team boundary disagreement. As hypothesized, I find boundary disagreement exists in the majority (72%) of teams and is predicted by heterogeneity of communication patterns, both level and heterogeneity of task interdependence, and member uniqueness on task-relevant dimensions. I further find teams experiencing boundary disagreement perform significantly poorer than those without – a relationship mediated by shared identity. These findings provide the basis for a discussion of the impacts of boundary disagreement on our understanding of individual perceptual frameworks, extant theories of small groups dynamics, and the relationships between different approaches to understanding teams

The Jefferson Scale of Empathy: a nationwide study of measurement properties, underlying components, latent variable structure, and national norms in medical students.

The Jefferson Scale of Empathy (JSE) is a broadly used instrument developed to measure empathy in the context of health professions education and patient care. Evidence in support of psychometrics of the JSE has been reported in health professions students and practitioners with the exception of osteopathic medical students. This study was designed to examine measurement properties, underlying components, and latent variable structure of the JSE in a nationwide sample of first-year matriculants at U.S. colleges of osteopathic medicine, and to develop a national norm table for the assessment of JSE scores. A web-based survey was administered at the beginning of the 2017-2018 academic year which included the JSE, a scale to detect good impression responses, and demographic/background information. Usable surveys were received from 6009 students enrolled in 41 college campuses (median response rate = 92%). The JSE mean score and standard deviation for the sample were 116.54 and 10.85, respectively. Item-total score correlations were positive and statistically significant (p \u3c 0.01), and Cronbach α = 0.82. Significant gender differences were observed on the JSE scores in favor of women. Also, significant differences were found on item scores between top and bottom third scorers on the JSE. Three factors of Perspective Taking, Compassionate Care, and Walking in Patient\u27s Shoes emerged in an exploratory factor analysis by using half of the sample. Results of confirmatory factor analysis with another half of the sample confirmed the 3-factor model. We also developed a national norm table which is the first to assess students\u27 JSE scores against national data

Effects of a bio-invasion of the Pacific oyster, Crassostrea gigas (Thunberg, 1793) in five shallow water habitats in Scandinavia

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How Many Teams Should We Manage at Once? The Effect of Multiple Team Membership, Collaborative Technologies, and Polychronicity on Team Performance

We explore the relationship between multiple team membership (the extent to which team members are engaged in more than one team and switch between different teams in a work day) and team performance. We argue that the number of MTMs has an inverted U-shaped relationship with team performance while the team average daily MTM is negatively related to performance. We propose that the use of collaborative technologies moderates the above relationships: when MTM is low technology use helps teams attain higher performance, when MTM is high collaborative technology use reduces performance. Conversely, variance in perceptions of technologies’ usefulness negatively moderates the above relationships. Finally, we expect teams whose members are more polychronic to perform better when MTM is high, but teams whose members are very diverse in terms of polychronicity to experience reduced performance. We are exploring these issues through a mixed-methods field study conducted in an IT consulting firm

Role of diffusive surface scattering in nonlocal plasmonics

The recent generalised nonlocal optical response (GNOR) theory for plasmonics is analysed, and its main input parameter, namely the complex hydrodynamic convection-diffusion constant, is quantified in terms of enhanced Landau damping due to diffusive surface scattering of electrons at the surface of the metal. GNOR has been successful in describing plasmon damping effects, in addition to the frequency shifts originating from induced-charge screening, through a phenomenological electron diffusion term implemented into the traditional hydrodynamic Drude model of nonlocal plasmonics. Nevertheless, its microscopic derivation and justification is still missing. Here we discuss how the inclusion of a diffusion-like term in standard hydrodynamics can serve as an efficient vehicle to describe Landau damping without resorting to computationally demanding quantum-mechanical calculations, and establish a direct link between this term and the Feibelman $d$ parameter for the centroid of charge. Our approach provides a recipe to connect the phenomenological fundamental GNOR parameter to a frequency-dependent microscopic surface-response function. We therefore tackle one of the principal limitations of the model, and further elucidate its range of validity and limitations, thus facilitating its proper application in the framework of nonclassical plasmonics