How staff experience teamwork challenges in a new organizational structure

Sandoff, Mette; Nilsson, Kerstin

doi:10.1108/tpm-05-2016-0021

Cited by 12 publications

(8 citation statements)

References 21 publications

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“…The recognition and use of teams in the workplace has expanded significantly as a response to the competitive, complex and dynamic nature of today's corporate world (Sandoff and Nilsson, 2016;Pina et al, 2008). With advancements in information technologies and globalisation, the capabilities of organisations have equally extended their requirements to modify their team-based structures from purely traditionally co-located arrangements to more virtual settings.…”

Section: Introductionmentioning

confidence: 99%

Working separately but together: appraising virtual project team challenges

Zuofa

Ochieng

2017

TPM

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Purpose This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria. Design/methodology/approach Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants. Findings The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all. Practical implications The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology. Originality/value The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better.

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Section: Introductionmentioning

confidence: 99%

Working separately but together: appraising virtual project team challenges

Zuofa

Ochieng

2017

TPM

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“…A lot of previous research pointed out the impact of top management support on several work attributes, including OL (Andrianova and Antonacopoulou, 2020; Ellström and Ellström, 2018; Vegchel et al , 2005). Sandoff and Nilsson (2016) described how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. They argued that without a team leader support, teamwork is difficult to uphold because the members will need to seek support elsewhere.…”

Section: Discussionmentioning

confidence: 99%

The interplay among management support and factors influencing organizational learning: an applied study

Al-Tarawneh

Al-Adaileh

2021

JWL

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Purpose This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS). Design/methodology/approach A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses. Findings Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL. Practical implications It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner. Originality/value The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.

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“…Another study exploring municipal development leaders' efforts while working with sustainable development showed the importance of communication and collaboration when working as a team "against the grain" in a hierarchical organizational structure (Sandoff and Nilsson, 2016). The study showed how important leadership is in promoting satisfactory communication and collaboration among those involved in striving towards new, challenging goals and ways of working.…”

Section: Discussionmentioning

confidence: 99%

Value-based healthcare as a trigger for improvement initiatives

Nilsson

Bååthe

Andersson

et al. 2017

LHS

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Purpose This study explores four pilot teams' experiences of improvements resulting from the implementation of value-based healthcare (VBHC) at a Swedish University Hospital. The aim of this study is to gain a deeper understanding of VBHC when used as a management strategy to improve patients' health outcomes. Design/methodology/approach An exploratory design was used and qualitative interviews were undertaken with 20 team members three times each, during a period of two years. The content of the interviews was qualitatively analysed. Findings VBHC worked as a trigger for initiating improvements related to processes, measurements and patients' health outcomes. An example of improvements related to patients' health outcomes was solving the problem of patients' nausea. Improvement related to processes was developing care planning and increasing the number of contact nurses. Improvement related to measurements was increasing coverage ratio in the National Quality Registers used, and the development of a new coding system for measurements. VBHC contributed a structure for measurement and for identification of the need for improvements, but this structure on its own was not enough. To implement and sustain improvements, it is important to establish awareness of the need for improvements and to motivate changes not just among managers and clinical leaders directly involved in VBHC projects but also engage all other staff providing care. Originality/value This study shows that although the VBHC management strategy may serve as an initiator for improvements, it is not enough for the sustainable implementation of improvement initiatives. Regardless of strategy, managers and clinical leaders need to develop increased competence in change management.

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How staff experience teamwork challenges in a new organizational structure

Cited by 12 publications

References 21 publications

Working separately but together: appraising virtual project team challenges

Working separately but together: appraising virtual project team challenges

The interplay among management support and factors influencing organizational learning: an applied study

Value-based healthcare as a trigger for improvement initiatives

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