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ContextDeveloper productivity is essential to the success of software development organizations. Team leaders use developer productivity information for managing tasks in a software project. Developer productivity metrics can be computed from software repositories data to support leaders’ decisions. We can classify these metrics in code-based metrics, which rely on the amount of produced code, and commit-based metrics, which rely on commit activity. Although metrics can assist a leader, organizations usually neglect their usage and end up sticking to the leaders’ subjective perceptions only.ObjectiveWe aim to understand whether productivity metrics can complement the leaders’ perceptions. We also aim to capture leaders’ impressions about relevance and adoption of productivity metrics in practice.MethodThis paper presents a multi-case empirical study performed in two organizations active for more than 18 years. Eight leaders of nine projects have ranked the developers of their teams by productivity. We quantitatively assessed the correlation of leaders’ rankings versus metric-based rankings. As a complement, we interviewed leaders for qualitatively understanding the leaders’ impressions about relevance and adoption of productivity metrics given the computed correlations.ResultsOur quantitative data suggest a greater correlation of the leaders’ perceptions with code-based metrics when compared to commit-based metrics. Our qualitative data reveal that leaders have positive impressions of code-based metrics and potentially would adopt them.ConclusionsData triangulation of productivity metrics and leaders’ perceptions can strengthen the organization conviction about productive developers and can reveal productive developers not yet perceived by team leaders and probably underestimated in the organization.

Purpose - The purpose of this paper is to investigate the effect of interpersonal trust, team leader support, rewards, and knowledge sharing mechanisms on voluntary knowledge sharing in software development project teams in Sri Lanka.Design methodology approach - Survey methodology was used and 150 software developers who were directly involved in developing and maintaining a software product from project teams responded. Regression analysis was used for data analysis.Findings - Interpersonal trust and rewards have significant positive effects on knowledge sharing. Although it was anticipated that the team leader support would be a significant predictor of knowledge sharing, the results did not provide evidence for a positive and significant relationship. \"Work-group communications\" and \"Personal interactions\" had significant positive effects on knowledge sharing.Originality value - It is expected that the findings of this study will provide useful information to better understand the predictors of the extent of knowledge sharing at the individual level in the context of project teams. By doing so, this exploratory study will be able to establish baseline data and would be a source of general guidance in stimulating future research in this area.

The individual difference predictors of positive work attitudes and behaviors have been widely investigated in the field of positive organizational scholarship. However, to date, integrating studies linking positive psychological resources, such as Psychological Capital and influence regulation, with positive organizational outcomes are still scarce. Thus, the main aim of the present study was to examine the relationships of Psychological Capital and influence regulation with job satisfaction and job performance both at the individual and team levels. Within the cross-sectional multi-source research involving both team leaders and team members from 34 different teams, we examined the relationships of Psychological Capital and influence regulation with job satisfaction and job performance. The relationships of the study variables were based on the positive organizational behavior and the broaden-and-build theory of positive emotions, which suggest the positive relationships of distinct positive psychological resources with positive work outcomes. Accordingly, in addition to the widely accepted concept of Psychological Capital (PsyCap), we employed and analyzed the complimentary construct of influence regulation (i.e., the ability to intentionally share social influence with others in the workplace) both at the individual and group levels. The results of hierarchical linear modeling with 304 individuals from 34 teams from a diverse sample of Polish employees indicated that team members' PsyCap was positively linked to individual-level job satisfaction and two facets of job performance, i.e. creative performance and in-role performance. In contrast, no relationship was found between influence regulation and job satisfaction or job performance at both levels of analysis. With regard to positive interpersonal resources, the findings highlight the role of PsyCap in predicting job satisfaction and job performance and broaden the understanding of positivity in the workplace by introducing the construct of influence regulation. Also, based on the study results, managerial implications are discussed.

The rapid increase of acute and intensive care capacities in hospitals needed during the response to COVID-19 created an urgent demand for skilled healthcare staff across the globe. To upscale capacity, many hospitals chose to increase their teams in these departments with rapidly re-deployed inter-professional healthcare personnel, many of whom had no prior experience of working in a high-risk environment and were neither prepared nor trained for work on such wards. This systematic review of reviews examines the current evidence base for successful teamwork in rapidly deployed interprofessional teams in intensive and acute care settings, by assessing systematic reviews of empirical studies to inform future deployments and support of rapidly formed clinical teams. This study identified 18 systematic reviews for further analysis. Utilising an integrative narrative synthesis process supported by thematic coding and graphical network analysis, 13 themes were found to dominate the literature on teams and teamwork in inter-professional and inter-disciplinary teams. This approach was chosen to make the selection process more transparent and enable the thematic clusters in the reviewed papers to be presented visually and codifying four factors that structure the literature on inter-professional teams (i.e., team-internal procedures and dynamics, communicative processes, organisational and team extrinsic influences on teams, and lastly patient and staff outcomes). Practically, the findings suggest that managers and team leaders in fluid and ad-hoc inter-professional healthcare teams in an intensive care environment need to pay attention to reducing pre-existing occupational identities and power-dynamics by emphasizing skill mix, establishing combined workspaces and break areas, clarifying roles and responsibilities, facilitating formal information exchange and developing informal opportunities for communication. The results may guide the further analysis of factors that affect the performance of inter-professional teams in emergency and crisis deployment.

PurposeWhy are some lean workfloor teams able to improve their already high performance, over time, and others not? By studying teams' and leaders' behaviour-value patterns, this abductive field study uncovers a dynamic capability at the team level.Design/methodology/approachVarious methods were employed over three consecutive years to thoroughly examine five initially high-performing lean workfloor teams, including their leaders. These methods encompassed micro-behavioural coding of 59 h of film footage, surveys, individual and group interviews, participant observation and archival data, involving objective and perceptual team-performance indicators. Two of the five teams continued to improve and perform highly.FindingsContinuously improving high lean team performance is found to be associated with (1) team behaviours such as frequent performance monitoring, information sharing, peer support and process improvement; (2) team leaders who balance, over time, task- and relations-oriented behaviours; (3) higher-level leaders who keep offering the team face-to-face support, strategic clarity and tangible resources; (4) these three actors' endorsement of self-transcendence and openness-to-change work values and alignment, over time, with their behaviours; and (5) coactive vicarious learning-by-doing as a “stable collective activity pattern” among team, team leader, and higher-level leadership.Originality/valueSince lean has been undertheorised, the authors invoked insights from organisational behaviour and management theories, in combination with various fine- and coarse-grained data, over time. The authors uncovered actors' behaviour-value patterns and a collective learning-by-doing pattern that may explain continuous lean team performance improvement. Four theory-enriching propositions were developed and visualised in a refined model which may already benefit lean practitioners.

Many modern diseases require more than one discipline for effective treatment, making multidisciplinary teamwork (MDT) essential. However, research on MDT in tertiary public hospitals in China is limited. These large healthcare institutions require effective collaboration among various departments to manage complex cases. Therefore, this study examined the effects of hospital culture, team leadership, and participation motivation on the MDT behavior of healthcare professionals to enhance MDT and improve related services. We conducted a questionnaire survey of 425 multidisciplinary team members in tertiary public hospitals in Hangzhou. T-tests, analysis of variance, and hierarchical linear regression were used to analyze the state of healthcare professionals’ MDT behaviors and the associated factors. A path analysis using a Structural Equation Model was used to explore and verify the effects of hospital culture, team leadership, and participation motivation on MDT behavior, as well as their underlying mechanisms. The findings revealed significant positive effects of hospital culture, team leadership, and participation motivation on MDT behavior. An SEM path analysis confirmed that these factors directly influence MDT behavior. Moreover, hospital culture and team leadership indirectly affected MDT behavior through participation motivation. This study demonstrated that a positive hospital culture and team leadership significantly enhanced MDT, with participation motivation mediating this relationship. These findings suggest that hospital leadership should promote a proactive and harmonious hospital culture and facilitate the development of team leaders’ management skills. Furthermore, exploring diverse incentives to increase healthcare professionals’ motivation for participation is essential for advancing MDT.

Assessment index system for safety capability of mine team leaders is established to assess their safety capability accurately, after defining its concept. The system is comprised of two layers, with 5 indexes in the first-layer and 14 indexes in the second-layer. Furthermore, the relative weights of indexes are determined by analytic hierarchy process (AHP). The grey relational assessment model for safety capability of mine team leader is constructed based on the indexes system. The safety capability of 4 mine team leaders are assessed by the model, according to the sequences in their safety capabilities. Assessment for safety capability based on AHP and GRA could be a tool for evaluation and decision-making in mining enterprises.

PurposeAlthough empirical tests of effective lean-team leadership are scarce, leaders are often blamed when lean work-floor initiatives fail. In the present study, a lean-team leader’s work values are assumed to affect his or her team members’ behaviors and, through them, to attain team effectiveness. Specifically, two of Schwartz et al.’s (2012) values clusters (i.e. self-transcendence and conservation) are hypothesized to be linked to team members’ degree of information and idea sharing and, in turn, to lean-team effectiveness. The paper aims to report the examination of these hypotheses.Design/methodology/approachSurvey responses (n=429) of both leaders and members of 25 lean-teams in services and manufacturing organizations were aggregated, thereby curbing common-source bias. To test the six hypotheses, structural equation modeling was performed, with bootstrapping, linear regression analyses, and Sobel tests.FindingsThe positive relationship between lean-team effectiveness and leaders’ self-transcendence values, and the negative relationship between lean-team effectiveness and leaders’ conservation values were partly mediated by information sharing behavior within the team.Research limitations/implicationsFuture research must compare the content of effective lean-team values and behaviors to similar non-lean teams.Practical implicationsAppoint lean-team leaders with predominantly self-transcendence rather than conservation values: to promote work-floor sharing of information and lean-team effectiveness.Originality/valueHuman factors associated with effective lean-teams were examined, thereby importing organization-behavioral insights into the operations management literature: with HRM-type implications.

Purpose The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation. Design/methodology/approach A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling. Findings The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation. Practical implications The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members. Originality/value This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.