Rethinking Migration and Multicultural Interactions: Implications for Work Outcomes

Raghav, Sonia; Gibson, Cristina B.; Guttormsen, David S. A.; Hajro, Aida; Lee, Eun Su; Vora, Davina; Žilinskaitė, Milda; Fitzsimmons, Stacey R.; Nguyen, Duc Cuong; Szkudlarek, Betina Agata; Thein, Htwe Htwe; Thomas, David C.

doi:10.5465/ambpp.2020.18657symposium

Cited by 1 publication

(1 citation statement)

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“…Training for teamwork has been studied multiple times, in the form of interprofessional team training in health care (Abu-Rish Blakeney et al, 2019;Brazil et al, 2019;Ross, 2015;Valenziano et al, 2018) and in medical education (Warde et al, 2014). While the above studies reported positive results of team training, a few reported null results (e.g., Raghav, 2018;Trojan et al, 2009). Beyond health care, studies in banking (Siddique et al, 2019) and pharmaceuticals (Koulikoff-Souviron & Harrison, 2010) found positive effects of team training on relational coordination, while a study of team training in the youth service sector found no effect (Jankowski et al, 2019).…”

Section: Selection and Training For Teamworkmentioning

confidence: 98%

Revisiting Relational Coordination: A Systematic Review

Bolton

Logan

Gittell

2021

The Journal of Applied Behavioral Science

148

154

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Work is increasingly complex, specialized, and interdependent, requiring coordination across roles, disciplines, organizations, and sectors to achieve desired outcomes. Relational coordination theory proposes that relationships of shared goals, shared knowledge, and mutual respect help to support frequent, timely, accurate, problem-solving communication, and vice versa, enabling stakeholders to effectively coordinate their work across boundaries. While the theory contends that cross-cutting structures can strengthen relational coordination, and that relational coordination promotes desired outcomes for multiple stakeholders, the empirical evidence supporting the theory has not previously been synthesized. In this article, we systematically review all empirical studies assessing the predictors and outcomes of relational coordination published from 1991 to 2019. We find evidence supporting the existing theory and discuss how that evidence supports expanding the theory from a linear structure–process–outcomes model to a dynamic model of change. An agenda for researchers and practitioners is proposed.

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