Work stress and employee wellbeing have gained heightened attention since the COVID-19 pandemic. Until now, organizations have primarily sought to conceptualize these variables as an individual-level phenomenon; thereby neglecting the potential influence of social dynamics within the workplace. Drawing on conservation of resources and emotional contagion theories, this study examines the extent to which team-level emotional contagion moderates the impact of stress on wellbeing, factoring in multilevel effects. Data from 237 professional services employees nested within 41 teams was analyzed. The results show support for emotional contagion as a team-level moderator between individual-level work stress and employee wellbeing. The role of organizational resources in shaping stress and wellbeing outcomes was also significant. This study underscores the significance of team dynamics and organizational resources in shaping employee wellbeing. Well-targeted, stress alleviation, and team-contagion enhancing initiatives will have a more positive impact on wellbeing, than individually targeted stress alleviation initiatives in isolation.

This study was conducted to identify the challenges faced by medical rescue teams during the response phase of sudden-onset disasters and provide a comprehensive understanding of these challenges. Peer-reviewed, English-language articles published until January 2023 that described the challenges faced by medical rescue teams during disaster response were searched in the Web of Science, Scopus, Cochrane, PubMed, and Science Direct databases. The articles were assessed using the Mixed Methods Appraisal Tool (MMAT) version 2018, a quality evaluation tool, and a qualitative thematic synthesis approach was adopted. A total of 353 publications were identified, and 18 of these met the inclusion criteria. Of the 18 included studies, 8 were review articles, 4 were special reports, 3 were cross-sectional studies, 1 was a mixed methods study, 1 was a qualitative study, and 1 was a short communication. Through qualitative analysis, the challenges faced by medical rescue teams during disaster response were categorized into 6 factors: organizational, individual, environmental and health, logistical, communication and information, and other factors. These factors are significant in terms of issues such as delayed access to disaster victims, disruptions in response processes, and an increase in morbidity and mortality rates. Therefore, the findings in our study shed light on future research in the field of disasters and offer opportunities to develop a roadmap for improving the conditions of medical rescue teams.

Integrating the literature on talent management and teams, and drawing upon the signaling theory as the overarching framework, we investigated the moderated indirect effects of talent inducements on employee creativity via employee work engagement in teams. Empirical data from matched leader-members indicated that team talent inducement was positively related to member work engagement, which was then positively associated with team and member creativity. In addition, individual learning and performance-approach goal orientation positively moderated this indirect relationship, whereas individual performance-avoidance goal orientation negatively moderated this indirect relationship. Together, these results illuminate a cross-level influence process of team talent inducements on creativity and individual goal orientations as boundary conditions.

Despite understanding its impact on organizational effectiveness, practical guidance on how to train translational team (TT) leaders is lacking. Previously, we developed an evolutionary learning model of TT maturation consisting of three goal-directed phases: (1). team assembly (Formation); (2). conducting research (Knowledge Generation); and (3). dissemination and implementation (Translation). At each phase, the team acquires group-level knowledge, skills, and attitudes (KSAs) that enhance its performance. Noting that the majority of team-emergent KSAs are promoted by leadership behaviors, we examine the SciTS literature to identify the relevant behaviors for each phase. We propose that effective team leadership evolves from a hierarchical, transformational model early in team Formation to a shared, functional leadership model during Translation. We synthesized an integrated model of TT leadership, mapping a generic “functional leadership” taxonomy to relevant leadership behaviors linked to TT performance, creating an evidence-informed Leadership and Skills Enhancement for Research (LASER) training program. Empirical studies indicate that leadership behaviors are stable across time; to enhance leadership skills, ongoing reflection, evaluation, and practice are needed. We provide a comprehensive multi-level evaluation framework for tracking the growth of TT leadership skills. This work provides a framework for assessing and training relevant leadership behaviors for high-performance TTs.

The aim was to describe the development, utilization and feasibility of a model of preventive home visits, in an urban and a rural municipality in Norway.

TEAM I is the final product of the Transmission Electron Aberration-corrected Microscope (TEAM) Project, a collaborative project funded by the Department of Energy with the goal of designing and building a platform for a next generation aberration-corrected electron microscope capable of image resolution of up to 50 pm. The TEAM instrument incorporates a number of new technologies, including spherical- and chromatic-aberration correction, an all-piezo-electric sample stage and an active-pixel direct electron detector. This article describes the functionality of this advanced instrumentation, its response to changes in environment or operating conditions, and its stability during daily operation within the National Center for Electron Microscopy user facility.

Stating the problem and its ramifications

The rapid changes that have affected the practice of orthodontics in recent years make it necessary for us to re-examine the traditional ways we have managed our offices. Our basic training, essentially technical in nature, never prepared us to direct the operation of an enterprise that has important business as well as orthodontic treatment components. In today’s world we should properly consider our practices as veritable full scale health care delivery organizations. The accelerating rate of change in modern medicine and in the way both patients and referring dentists perceive it and the exponentially rising flood of information about business administration, finance, and law, have all contributed to the block of time that orthodontic offices must devote to management concerns. These details must be dealt with appropriately to allow orthodontists to practice their profession under optimal conditions. And among those essential non-clinical tasks, there is little doubt that proper direction of human resources is the most difficult. And that is entirely understandable because in serving as team leaders orthodontists must interact with a host of individual personality issues. This new challenge is monumental. To confront it successfully orthodontists must become more than skilled technicians, they must perform as successful managers. In this article we propose to present practical rules for efficient office management.

Methods using gambling teams and martingales are developed and applied to find formulae for the expected value and the generating function of the waiting time to observation of an element of a finite collection of patterns in a sequence generated by a two-state Markov chain of first, or higher, order.

With a huge, climactically hostile catchment area, limited retrieval options and finite resources at the only adult burns unit in South Australia, this paper discusses the case for the establishment and maintenance of a Burns Assessment Team in South Australia. The composition and role of the team and its relationship with other retrieval services, the primary care unit, and the proposed National Burn Coordinator also are discussed.