Embedded intergroup relations in interdisciplinary teams: effects on perceptions of level of team integration

Article Abstract:

Many organizations are making a deliberate effort to use teams to carry out work as an alternative to more traditional, hierarchical approaches to defining jobs or supervising employees. The authors posit that structure and composition of work teams are likely to systematically affect group dynamics of such teams. Using the related frameworks of social identification theory and embedded intergroup relations theory, they examine the proposition that greater diversity of team member characteristics and larger team size negatively affect members' perceptions of team integration. Hypotheses were tested on 1,004 individuals working on 105 interdisciplinary treatment teams in a national sample of 29 Department of Veterans Affairs psychiatric hospitals. Five of six hypotheses received support for at least one of three dimensions of team integration examined in this article. The strongest support was found for the effects of diversity on perceptions of team functioning. Results are generally consistent with the basic premise of the embedded intergroup relations model: As teams become more diverse along most identity group and organizational group characteristics, intergroup relations among team members suffer and perceived level of team integration declines. The authors offer several suggestions about how managers and team leaders might use these findings to improve team integration. (Reprinted by permission of the publisher.)

Work groups, Teamwork (Workplace), Perception, Perception (Psychology), Intergroup relations

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The effects of CEO succession and tenure on failure of rural community hospitals

Article Abstract:

Little research has examined the independent and interactive effects of CEO succession and tenure on organizational failure. In this study, the authors found independent effects of CEO succession and tenure on organizational failure in a group of small rural hospitals. Consistent with the authors' predictions, CEO succession increased risk of organizational failure, whereas tenure affected failure in a U-shaped fashion. Risk of failure first declined with CEO tenure but increased steadily after the sixth year of tenure. No interaction was found between CEO tenure and succession. (Reprinted by permission of the publisher.)

Hospitals, Officials and employees, Chief executive officers, Organizational effectiveness, Business failures, Succession planning (Business), Chief executive officer successions

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Perceived promotional opportunities in Veterans Affairs hospitals: a reexamination of relational demography theory

Article Abstract:

Research using nested linear regression analysis shows that hospital employees in the Dept of Veterans Affairs are more likely to believe they have an opportunity for career advancement if they are dissimilar in ethnicity and age. The study examined factors such as the organization's social context, geographic location, and leaders' characteristics.

United States, Administration of Veterans' Affairs, Veterans Hospitals & Medical Care, Statistical Data Included, Human resource management, Management research, Military health services, Employee promotions, United States. Department of Veterans Affairs, Hospitals, Veterans', Veterans' hospitals

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