Kozlowski and Ilgen provide a rather thorough definition of teams, describing them as “two or more individuals who socially interact (face-to-face or, increasingly, virtually) possess one or more common goals are brought together to perform organizationally relevant tasks exhibit interdependencies with respect to workflow, goals, and outcomes have different roles and responsibilities and are together embedded in an encompassing organizational system, with boundaries and linkages to the broader system context and task environment” (p. But, first, we should briefly discuss what a team and teamwork are. Finally, we will conclude with some directions for future teamwork research. We will then focus on teamwork effectiveness and review a few of the more influential frameworks that have driven research dedicated to teams. We will first examine team work typology, using interaction and interdependence as the key dimensions characterizing and describing teams. In this chapter we propose revisiting the conditions that promote effective teamwork. In the particular case of healthcare organizations, teamwork is essential to provide effective care, and the lack of teamwork has been identified in the literature as a key vulnerability in terms of service quality. In recent decades, organizations have increasingly turned to using teams and made them a part of day-to-day routines, and all for a variety of reasons, such as the ability to respond to emergencies, engage in continuous quality improvement efforts, and manage work projects through multidisciplinary teams. Some future directions and recommendations are suggested. ![]() There is consensus among scholars demanding further conceptual frameworks, as well as powerful research designs that capture process-oriented theory and research on team effectiveness. We also report the need for more robust research designs to contribute to the field’s further advancement. From the classical input-process-output (IPO) model to the input-mediator-output-input (IMOI) model of team effectiveness the taxonomy of team process and emergent estates, as well as the teams understood as complex adaptive systems and also studied from the multiteam system perspective. ![]() We review different frameworks that shed light in explaining the conditions that lead to group effectiveness. It looks at factors that influence team effectiveness in organizational settings. This paper uses a typology that allows us to understand the distinctive characteristics of team operations, based on interdependence and interactive dimensions. Groups are pervasive in healthcare institutions and take on a variety of shapes.
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