To better understand the effects of demographic diversity on teams, we conducted a meta-analytic investigation of the relationship between team demographic diversity and team processes. Drawing from the categorization-elaboration model, we hypothesized that team demographic diversity elicits opposing effects on team performance via information elaboration and social categorization processes. We also explored several team-level and contextual moderators on these relationships. In our meta-analysis of 406 effects from 38,304 teams, we found that team demographic diversity is related to increased social categorization processes, but we did not find support for a relationship between team demographic diversity and information elaboration. In addition, we identified team education level and occupational and industry context as moderators of these relationships, finding stronger support for moderators of the relationship between diversity and social categorization than the relationship between diversity and information elaboration. We discuss implications of our findings for research and practice.

Objectives The COVID-19 pandemic has led to a dramatic increase in telemedicine care delivery. This raises the question of whether the visit type affects the care provided to patients in the pediatric gastroenterology clinic. The aim of this study is to assess whether diagnostic, treatment, and outcome measures differ between telemedicine and in-person visits in patients seen in pediatric gastroenterology clinics for the chief complaint of abdominal pain. Methods We conducted a retrospective analysis of patients aged 0–22 who underwent their initial pediatric gastroenterology clinic visit, for abdominal pain, between March and September 2020 (n = 1769). The patients were divided into two groups: in-person or telemedicine. Clinical outcome measures were compared from the initial gastroenterology visit and followed for a total of 3 months. Results There was an increase number of images (M = 0.52 vs. 0.36, p < 0.001), labs (M = 4.87 vs. 4.05; p = 0.001), medications (M = 2.24 vs. 1.67; p < 0.001), and referrals (M = 0.70 vs. 0.54; p < 0.001) performed per visit in the in-person group. Electronic communications (3.97 vs. 5.12 p <0.003) was less frequent after in-person visits. There was no difference in number of procedures (M = 0.128 vs. 0.122, p = 0.718), emergency room visits (M = 0.037 vs. 0.017 p = 0.61), follow-up visits (M = 1.21 vs. 1.21 p = 0.922), or telephone encounters (M = 1.21 vs. 1.12 p = 0.35) between the two groups. Conclusion Telemedicine utilizes less resources while having comparable outcome measurements in children with a chief complaint of abdominal pain.

Abstract Given an increasingly diverse and global workforce, successful organizations must understand and address the role of culture in employee learning, training, and development. To this end, we begin by reviewing the instructional systems design (ISD) model as a guiding framework. We then discuss cultural influences on learning and the challenges that they may pose at each stage in the development of educational interventions. We review considerations and solutions that training science may offer. Finally, we synthesize interdisciplinary bodies of literature to highlight relevant theoretical principles and best practices for the workplace. The chapter concludes by identifying and describing future areas for research.

Professional rejection is a widespread phenomenon—most, if not all, of us have or will experience it in our lifetimes. However, some are more adept at handling it than others. This paper examines individual differences in how people interpret and handle professional rejection, proposing a construct called professional rejection sensitivity. We focused on whether this construct predicts decreased self‐promoting behaviors and increased self‐silencing behaviors and, subsequently, whether that impacts career success for junior faculty. Moreover, we investigated whether women may be disproportionally predisposed to professional rejection sensitivity because they tend to experience more discrimination in the workplace than men. We collected self‐report data (i.e., individual differences) and biodata (i.e., curriculum vitae) from 300 junior faculty and found evidence of gender differences, such that women perceive more discrimination and report higher professional rejection sensitivity than men. We also found that individuals who are higher in professional rejection sensitivity are more likely to practice self‐silencing behaviors, and individuals who perceive more discrimination have lower career success. This paper serves as the first step in demonstrating the existence of professional rejection sensitivity, which can guide future research that addresses how individuals can overcome this disposition. To support this path of research, we conclude with suggestions for potential interventions.

Purpose Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health . Design/methodology/approach The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health. Findings The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness. Originality/value This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.

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In response to increased public consciousness around racism after George Floyd’s killing, many organizations released public statements to condemn racism and affirm their stance on diversity, equity, and inclusion (DEI). However, little is known about the specific thematic contents of various diversity statements and their implications on important organizational outcomes. Taking both inductive and deductive approaches, the current research conducted two studies to advance our understanding in this area. We first employed novel unsupervised machine learning techniques and comprehensively analyzed the texts of diversity statements publicly released by Fortune 1000 companies in early June 2020. Our structural topic modeling uncovered six underlying latent semantic topics: 1) general DEI terms, 2) supporting Black community, 3) acknowledging Black community, 4) committing to diversifying the workforce, 5) miscellaneous words, and 6) titles and companies. Furthermore, drawing from the identity-blind and consciousness diversity ideologies framework and leveraging tens of millions of employee rating data points on Glassdoor.com, we further found evidence that companies that released (vs. did not release) diversity statements and companies whose diversity statements emphasized identity-conscious (vs. identity-blind) topics were more positively evaluated by their employees online. Our findings shed light on important theoretical implications for current diversity research and offer practical recommendations for organizational scientists and practitioners in diversity management.

Although text data are ubiquitous in organizations, the advancement of text analysis methods has created an unfortunate bottleneck for many organizational researchers. This paper introduced the Structure Text Model (STM; Roberts et al., 2014), a cutting-edge text modeling method that uses an unsupervised machine learning model to statistically derive latent semantic topics underlying a collection of text documents. More importantly, the STM method has the advantage of modeling document-level variables (i.e., metadata) as covariates, which is critical for organizational research. We also demonstrated the application of STM in diversity research: comprehensively analyzing a large number of diversity statements publicly released by Fortune 1000 companies. Our structural topic modeling uncovered six underlying latent semantic topics: 1) general DEI terms, 2) supporting Black community, 3) acknowledging Black community, 4) committing to diversifying workforce, 5) miscellaneous words, and 6) titles and companies. We further explored and found that the prevalence of these topics varied as a function of company characteristics, including industry sector, CEO race, corporate political orientation, etc. Our paper not only demonstrates the promising application of Structural Text Models in organizational research, but also provides important theoretical implications for current diversity research through the meaningful findings.

Following the deaths of many Black Americans in spring 2020, public consciousness rose around the societal mega-threat of racism. In response, many organizations released public statements to condemn racism and affirm their stance on diversity, equity, and inclusion (DEI). However, little is known about the specific thematic contents covered in such diversity statements and their implications on important organizational outcomes. Taking both inductive and deductive approaches, we conducted two studies to advance our understanding in this area. Study 1 employed structural topic modeling (STM)—an advanced unsupervised machine-learning text-mining technique—and comprehensively analyzed the latent semantic topics underlying the diversity statements publicly released by Fortune 1000 companies in late May and early June 2020. The results uncovered six underlying latent semantic topics: (1) general DEI terms, (2) supporting Black community, (3) acknowledging Black community, (4) committing to diversifying the workforce, (5) miscellaneous words, and (6) titles and companies. Furthermore, drawing from the identity-blindness and identity-consciousness theoretical frameworks and leveraging millions of data points of employees’ DEI ratings retrieved from Glassdoor.com, Study 2 further tested and supported hypotheses that companies were more positively rated by their employees on organizational diversity and inclusion if they (1) released (vs. did not release) diversity statements and (2) emphasized identity-conscious (vs. identity-blind) topics in their diversity statements. Our findings shed light on important theoretical implications for the current research and offer practical recommendations for organizational scientists and practitioners in diversity management.

Objectives: The subspecialty cohort model allows for creation of smaller diagnosis pools, enabling concentration of expertise and collaboration. Given unknown effects of this model on team dynamics in a PICU, we examined how the cohort-model implementation was perceived by our providers and how this organizational change affected the work environment. Design: Case study research approach consisting of surveys, operational observations, and semistructured interviews. A descriptive survey was derived from an integrated conceptual framework (i.e., teamwork and psychologic safety). Sensitized by the framework and quantitative survey data, we conducted a thematic analysis from field notes and interview data. Setting: A quaternary-care, children’s hospital with a 31-bed PICU. Subjects: PICU providers and nurses and subspecialists. Intervention: Implementation of the subspecialty cohort model. Measurements and Main Results: A total of 308 and 269 responses from pre- and postcohort surveys, respectively, were analyzed. Overall, 76% of physicians and 74% of nurses viewed the cohort model favorably. Three themes emerged: community-from disruption to redistribution, transforming identity-expert or generalist, and expansive learning from focused practice. The findings provided insights, informed by a theory of “Community of Practice,” as lessons learned and ways to enhance the cohort model. Conclusions: Our transition to a cohort PICU model offers lessons on impacts of PICU model changes on communities and teams. These theory-informed insights and implications can guide others undergoing similar transitions.

In the professional world, there remains an obvious gender wage gap, partly because men ask for raises more often and in greater increments than women (Babcock et al., in Den De Cremer M, Zeelenberg, Murnighan JK (eds), Social psychology and economics, pp. 239–262, Erlbaum, 2006). In the current study, we seek to extend the literature on individual differences and negotiation by testing theory regarding how dispositional traits—namely Big Five subfacet personalities—may contribute to salary negotiation initiation. In summary, we found that women are generally higher in politeness and compassion than men, but neither of these personality traits were related to the propensity to initiate a negotiation. Rather, assertiveness was positively related to initiating negotiations. We also found evidence supporting the hypothesis that women are less likely to initiate a negotiation, but that this gender difference only exists with male supervisors.

Objective: Attitudes and beliefs related to immersion in military culture can affect postseparation transition to the civilian setting. The etiology and complexity of these reactions are often overlooked by mental health providers, which can result in negative consequences for treatment. This qualitative study examined veterans' perceptions of military culture and the impact of military service on veterans' values, beliefs, and behaviors. The goal of this research was to identify aspects of military culture that are important for health care providers to consider as they care for veterans and to inform culturally sensitive mental health care for veterans. Method: Fifty-two military veterans completed a self-report survey and participated in semistructured focus groups. Results: Participants reported diverse military experiences, and many endorsed a high level of continuing identification with aspects of military culture. Seven broad themes related to military culture emerged from qualitative analyses: (a) military values, beliefs, and behaviors; (b) relationships; (c) occupational habits and practices; (d) acquired skills; (e) communication; (f) affiliation; and (g) psychological health and well-being. Conclusion: This thematic analysis elucidated strategies to improve mental health services for veterans, using a nuanced model that encourages providers to better distinguish aspects of cultural transition from psychopathology. Results underscored the importance of training mental health providers to ensure sensitivity to military culture.

OBJECTIVE:Review the use of physiological measurement in team settings and propose recommendations to improve the state of the science.BACKGROUND:New sensor and analytical capabilities enable exploration of relationships between team members' physiological dynamics. We conducted a review of physiological measures used in research on teams to understand (1) how these measures are theoretically and operationally related to team constructs and (2) what types of validity evidence exist for physiological measurement in team settings.METHOD:We identified 32 articles that investigated task-performing teams using physiological data. Articles were coded on several dimensions, including team characteristics. Study findings were categorized by relationships tested between team physiological dynamics (TPD) and team inputs, mediators/processes, outputs, or psychometric properties.RESULTS:TPD researchers overwhelmingly measure single physiological systems. Although there is research linking TPD to inputs and outputs, the research on processes is underdeveloped.CONCLUSION:We recommend several theoretical, methodological, and statistical themes to expand the growth of the TPD field.APPLICATION:Physiological measures, once established as reliable indicators of team functioning, might be used to diagnose suboptimal team states and cue interventions to ameliorate these states.

Teamwork in healthcare is particularly salient in the dynamic domains of critical care: emergency medicine, surgery, and trauma and resuscitation. Within and across these services, teams must be coordinated to provide optimal care in order to provide optimal delivery of health care. Although many disciplines study teamwork, it is unclear how scholars and clinicians conceptualize, study, and apply these processes. The current systematic review investigates how these fields 1) study teams through the application of a teamwork processes rubric and 2) distinguish themselves from other medical disciplines through the empirical research. We drew upon a taxonomy of teamwork processes (Marks et al., Acad. Manag. Rev. 26, 356 ‐376; LePine et al., Person. Psychol. 61, 273 ‐307), operationalizing transition, action, and interpersonal processes, to guide this work. Overall, the dynamic domains of literature studied teamwork processes at high rates, relative to other medical fields. Specifically, they were strongly associated with transition and action processes and the content areas of leadership and performance. Given these emphases, research and practical interventions may want to focus on more interpersonal and collaborative approaches in teamwork

As health care delivery moves toward more complex, team-based systems, the topic of medical teamwork has gained considerable attention and study across disciplines. This systematic review integrates empirical research on teamwork and health care to identify broad trends. We identified and coded 1,818 relevant, English, and peer-reviewed journal articles using a teamwork processes rubric. Several themes emerged. The health care teamwork literature has grown substantially over the past 20 years. Approximately half of the studies were descriptive (rather than interventional or psychometric); the majority relied on quantitative methods. Health care teamwork was also studied in thematically distinct manners. Interpersonal processes were most commonly studied across fields. Of all disciplines, medicine focused most on transition processes, whereas those from team science centered more highly on action processes. There were also finer grained disciplinary differences in content areas of communication and collaboration. Interprofessional journals represent a potential area for interdisciplinary efforts. Implications and future directions are discussed.

Team care refers to extent to which an individual actively manages and supports the health and welfare of the team and individual team members in order to ensure optimal team performance. This report includes a brief systematic review, integration of existing theory, and advancement of propositions to help inform nascent understanding of team care. Our search revealed a single article explicitly naming team care, despite a growing interest in this area. We thus supplement this body of work by expanding into the relevant literature and advancing a number of propositions. We elaborate on team care’s (1) antecedents, including collective orientation and emotional intelligence, (2) behaviors, as categorized through monitoring, coordinating, adapting, and supporting, and (3) outcomes, which encompass performance, well-being, and resilience across the two domains. Although team care holds particular impact in action teams, its occurrence and impact can be seen and felt across a number of contexts. We conclude with a discussion of future directions and implications for both science and practice.

There is a widespread use of leadership development (LD) for students in higher education; however, less is known about the effectiveness of such practices. We provide a summative and meta-analytic review to identify the state of LD programs for students in higher education (i.e., undergraduate and graduate students). The overall objective is to demonstrate whether LD programs are implementing the most effective strategies with any discrepancy revealing a gap between management science and higher education practice. Our results suggest that LD programs within higher education work, but evaluation studies need to more effectively address endogeneity concerns. As a way moving forward, we provide recommendations for conducting a LD program evaluation study and for conducting a meta-analysis on evaluation studies. This meta-analysis can be used as a starting point for the discussion on these issues. We hope that our findings can guide the future development of LD programs.

Although team leadership is important across many contexts, it is particularly influential in traditional, hierarchical organizations such as the military. In these settings, leadership can explain a major portion of variance in team performance. Failure to understand this relationship can harm the training and development at multiple levels (Zaccaro, Rittman, & Marks, 2001). We draw from the vast literature to identify and elaborate on overarching themes, or key insights, that can guide the practice of team leadership. Our insights follow the lifespan of a team – creation, inception, and sustainment of a team. We conclude with suggestions for future investigations, based on the state of the literature.