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Purpose– The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction.Design/methodology/approach– The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time.Findings– Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time.Research limitations/implications– This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables.Practical implications– These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC.Social implications– The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective.Originality/value– This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings.

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The myth of the genius programmer -- Building an awesome team culture -- Every boat needs a captain -- Dealing with poisonous people -- The art of organizational manipulation -- Users are people, too

Der dritte Platz beim Pflegemanagement-Award für Nachwuchsführungskräfte 2016 ging an Doreen Hoffmann, Stationsleiterin an der Sozialstiftung Bamberg.
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Mixed-age teams offer high performance and have great innovative and know-how potential. In order to fully explore that potential, the consistency and control of the team is an important factor. The volume explains the importance of mixed-age teams and elaborates on the action areas in companies in which they can be used. The framework conditions for its use and the control of the team are presented, as well as the consistency, tasks, and options for measuring team success. The volume is the result of a joint venture between the German Association for Personnel Management (Deutsche Gesellschaft für Personalführung e.V. - DGFP) and the Demographics Network (Demographie Netzwerk e.V. - ddn). Altersgemischte Teams sind leistungsstark und haben ein hohes innovatives und Know-How-Potenzial. Um dieses Potenzial zu entfalten, spielen die Zusammensetzung und die Steuerung des Teams ein wichtige Rolle. Der Band erläutert die Bedeutung von altersgemischten Teams und beschreibt, in welchen Handlungsfeldern im Unternehmen diese Teams eingesetzt werden können. Rahmenbedingungen für den Einsatz und die Führung der Team werden ebenso vorgestellt, wie die Zusammensetzung und Aufgaben sowie Möglichkeiten zur Erfolgsmessung. Der Band entstand in Zusammenarbeit der Deutschen Gesellschaft für Personalführung e.V. (DGFP) mit dem Demographie Netzwerk e.V. (ddn).

Using a multi-wave, multi-level design, this study unravels the impact of subjective (dis)similarities in teams on team effectiveness. Based on optimal distinctiveness theory and the social inclusion model, we assume combined effects of individual and shared perceptions of supplementary and complementary person–team fit on affective and performance-based outcomes. Furthermore, at the team level, we expect this relationship to be mediated by team cohesion. In a sample of 121 participants (across 30 teams), we found that teams in which members share perceptions of high supplementary as well as high complementary fit outperform those in which they do not. In addition, members of such teams report higher levels of team satisfaction and viability. Both of these occur through positive effects on the cohesion within the team. Thereby, our results support the central tenet of the social inclusion model. At the individual level, this enhancing effect of the interaction was not supported, providing additional evidence for considering perceived person–team fit as a collective construct.