Influence of Knowledge Heterogeneity on Innovation Performance in Innovation Teams——Based on the Mediating Role of Knowledge Sharing

To break through the restrictions of traditional organizational forms,systems,and mechanisms and quickly respond to the innovative development requirements of CASC,the innovation team has gradually become a crucial organizational form within CASC.One of the biggest differences between the innovation team and traditional orga-nizational structure lies in knowledge heterogeneity.Existing studies present different conclusions on the relationship between knowledge heterogeneity and innovation performance,which should be analyzed according to specific situ-ations.Therefore,this paper takes the innovation team of CASC as the research object to conduct an empirical study on 186 team members,propose conceptual models and hypotheses,and study the relationship among knowledge heterogeneity,knowledge sharing,and innovation performance.The research results indicate that the two dimensions of knowledge heterogeneity—explicit knowledge heterogeneity and implicit knowledge heterogeneity—are beneficial to innovation performance when they are to a great extent.Knowledge sharing plays a partially mediating role between knowledge heterogeneity and collaborative innovation performance.It reveals the influence of knowledge heterogene-ity on innovation performance in the innovation team of CASC,aiming to provide a certain reference for the establish-ment and development of CASC’s innovation team.

Effective use of the Japan Narrow Band Imaging Expert Team classification based on diagnostic performance and confidence level

Five years have passed since the Japan Narrow Band Imaging Expert Team (JNET) classification was proposed in 2014. However, the diagnostic performance of this classification has not yet been established. We conducted a retrospective study and a systematic search of Medical Literature Analysis and Retrieval System On-Line. There were three retrospective single center studies about the diagnostic performance of this classification. In order to clarify this issue, we reviewed our study and three previous studies. This review revealed the diagnostic performance in regards to three important differentiations.(1) Neoplasia from non-neoplasia;(2) malignant neoplasia from benign neoplasia;and (3) deep submucosal invasive cancer (D-SMC) from other neoplasia. The sensitivity in differentiating neoplasia from non-neoplasia was 98.1%-99.8%. The specificity in differentiating malignant neoplasia from benign neoplasia was 84.7%-98.2% and the specificity in the differentiation D-SMC from other neoplasia was 99.8%-100.0%. This classification would enable endoscopists to identify almost all neoplasia, to appropriately determine whether to perform en bloc resection or not, and to avoid unnecessary surgery. This article is the first review about the diagnostic performance of the JNET classification. Previous reports about the diagnostic performance have all been retrospective single center studies. A large-scale prospective multicenter evaluation study is awaited for the validation.

The impact of task characteristics on the performance of nursing teams

Purpose:This study sought to examine the relationship between team task features and team task performance.Team task performance revolved around the team's technical knowledge and the technical core activities of the organization.On the other hand,team task characteristics include task identity,task significance,and task interdependence.Methods:This study involved a total of 300 nursing teams(1436 individual nurses)from seven state hospitals in Peninsular Malaysia.Data were collected using two sets of questionnaires which were initially distributed to 320 teams.One set was given to the team members and another set was given to the team leaders.Of the 320 sets sent out,300 sets were returned.Responses were then combined and aggregated to the team level to get the team's final score.Analyses of the hypotheses were done using Partial Least Squares(PLS)through assessment of the measurement and structural model.Results:Results from the path analysis revealed that of the three dimensions of team task attributes,only task significance was positively and significantly related to team task performance(β=0.076,P>0.05),while task identity(β=0.076,P>0.05)and task interdependence(β=-0.037,P>0.05)were found unrelated to team task performance.Conclusions:This study demonstrated that task significance is important to predict team task performance.Task significance reflects meaningfulness and nobility of tasks,thus elevate the desire to perform better in each assigned task.

The Relation between Knowledge Heterogeneity and Knowledge Innovation Performance of R &D Team

Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of knowledge share. Results indicate that knowledge heterogeneity is positively related to knowledge share, the same with knowledge share and knowledge innovation performance. This paper analyzes the results comprehensively and makes recommendations from multiple perspectives including building the knowledge heterogeneous steams, advocating the collaborative spirit, building a knowledge shared platform, improving the organizational structure, and grooming the communication.

Discussion on the Performance Evaluation Index System of Basic Course Teaching Team in Colleges and Universities

Teaching team plays an important role in integrating teaching resources,improving the quality of teachers and the quality of education and teaching.This paper studies the characteristics of the basic course teaching team,and gives the principles of building the basic course teaching team performance evaluation index system and the specific performance evaluation index system,in order to provide a direction for the high-level construction of the teaching team.

The Moderating Effect of Team Orientation Over the Relationship Between TMT Strategic Decision Speed and Firm Performance

Due to the fast changing competitive environment faced by organizations, companies are forced to find ways to quickly adapt to technological innovations, changing demands of customers, and strategic actions taken by competitors. The purpose of the paper is to further the relationship between top management team （TMT） strategic decision speed and firm performance, considering the team processes when making strategic decisions in the face of complex environments. Measures of TMT strategic decision speed, firm performance, team orientation, and environmental complexity were collected from 29 top management teams of Mexican companies, which represented a total of 118 questionnaires. Pearson correlations among the variables and moderated regression analyses were performed, to test the hypotheses included in the study. Results show a positive relation between environmental complexity and TMT strategic decision speed and between team orientation and speed. Furthermore, results show that there is a positive relation between TMT strategic decision speed and firm performance in the presence of team orientation. In other words, team orientation moderates the relationship between TMT strategic speed and firm performance. Among the implications for managers is that they must ensure effective team processes （e.g., building consensus, active participation, and trust among team members） when making strategic decisions in order for the firm to perform better.

Effects of Team Structure on Innovation Performance： An Empirical Study

Teamwork is gaining increasing attention in a broader management research. In addition to previous research on the relationship between team structure and innovation performance, this study draws from an interesting experience-based theory advanced by Kelley and Littman （2005）, which examines teams from design thinking perspective, and tests its contributions and effects on team＇s innovation performance. According to Kelley and Littman any team should include the following team roles： The anthropologist, the experimenter, the cross-pollinator, the hurdler, the collaborator, the director, the experience architect, the set designer, the storyteller, and the caregiver. We develop theoretical logics to explain how team structure that includes these key team roles and competences lead to a better innovation performance, and propose pertinent hypotheses. Experimental-empirical research and quantitative analysis were used in the study. The study conducted multiple experiments on three samples： a group of foreign entrepreneurship students, a group of technical students, and an additional group of randomly selected individuals, aged between 20 and 58, with diverse backgrounds. A special approach was implemented and a new instrument was developed to evaluate individuals in teams. While the results show that team that possess the major competences proposed by Kelley and Littman are more innovative, preliminary results also show that not all team roles are equally important. Moreover, team roles should be allocated equally among members for better collaboration, member satisfaction, and quick response, and within one team, one prevailing personality is optimal in terms of innovativeness. We discuss the implications of our findings for future research and managerial practice.

Study on Behavior-oriented Performance Management of Team Member

This paper first analyses the advantages and disadvantages of performance appraisal methods on team member,then presents performance appraisal of team member must go back to behavior measure, and it must be behavior-oriented. This paper also explores the processof performance management of team member thoroughly.

The Creation and Operation of Internal High Performance Modern Enterprises Team

The future of enterprises mainly depends on product research and development. For the modern enterprises, high performance project team is the most important means of R ＆ D projects. According to the interviews and survey found of a plurality of enterprise project R ＆ D team. the internal high performance team of modern business is good or bad, its key lies in whether the team managers for the team creation and management is in place, this is the most difficult place for the high performance team management system, especially the team leadership. Based on this, this paper discusses on the creation and management of high performance modern enterprise team, aiming to provide valuable reference for the enterprise team management.

TeamSTEPPS模式在消化内镜室综合管理中的应用效果

目的探讨提高医疗质量与患者安全的团队策略和工具包(TeamSTEPPS)模式在消化内镜室综合管理中的应用效果。方法选取2021年6月至2022年2月河南省直第三人民医院消化内镜室收治的118例肠息肉患者作为对照组,接受常规管理;选取2022年3—9月河南省直第三人民医院消化内镜室收治的126例肠息肉患者作为研究组,接受TeamSTEPPS模式综合管理。对比两组护理风险、不良事件发生率、护理质量、患者满意度。结果两组管理后护理风险评分均高于管理前(P<0.05),研究组管理后急救药品、消毒隔离、护理安全、仪器使用以及岗位安全等护理风险评分高于对照组(P<0.05);研究组不良事件发生率低于对照组(P<0.05);两组管理后护理质量评分高于管理前(P<0.05),管理后,相较于对照组,研究组技能操作、专科护理、病房护理、基础护理、消毒护理及分级护理评分均较高(P<0.05);研究组患者对服务态度、手术护理、专业素质等护理满意度高于对照组(P<0.05)。结论TeamSTEPPS模式下综合管理有助于减少消化内镜室护理不良事件发生,提高护理质量与患者对护理满意度。

Diagnostic performance of endoscopic classifications for neoplastic lesions in patients with ulcerative colitis:A retrospective casecontrol study

BACKGROUND It is unclear whether the Japan Narrow-Band Imaging Expert Team(JNET)classification and pit pattern classification are applicable for diagnosing neoplastic lesions in patients with ulcerative colitis(UC).AIM To clarify the diagnostic performance of these classifications for neoplastic lesions in patients with UC.METHODS This study was conducted as a single-center,retrospective case-control study.Twenty-one lesions in 19 patients with UC-associated neoplasms(UCAN)and 23 lesions in 22 UC patients with sporadic neoplasms(SN),evaluated by magnifying image-enhanced endoscopy,were retrospectively and separately assessed by six endoscopists(three experts,three non-experts),using the JNET and pit pattern classifications.The results were compared with the pathological diagnoses to evaluate the diagnostic performance.Inter-and intra-observer agreements were calculated.RESULTS In this study,JNET type 2 A and pit pattern typeⅢ/Ⅳwere used as indicators of low-grade dysplasia,JNET type 2 B and pit pattern typeⅥlow irregularity were used as indicators of highgrade dysplasia to shallow submucosal invasive carcinoma,JNET type 3 and pit pattern typeⅥhigh irregularity/VN were used as indicators of deep submucosal invasive carcinoma.In the UCAN group,JNET type 2 A and pit pattern typeⅢ/Ⅳhad a low positive predictive value(PPV;50.0%and 40.0%,respectively);however,they had a high negative predictive value(NPV;94.7%and 100%,respectively).Conversely,in the SN group,JNET type 2 A and pit pattern typeⅢ/Ⅳhad a high PPV(100%for both)but a low NPV(63.6%and 77.8%,respectively).In both groups,JNET type 3 and pit pattern typeⅥ-high irregularity/VN showed high specificity.The interobserver agreement of JNET classification and pit pattern classification for UCAN among experts were 0.401 and 0.364,in the same manner for SN,0.666 and 0.597,respectively.The intra-observer agreements of JNET classification and pit pattern classification for UCAN among experts were 0.387,0.454,for SN,0.803 and 0.567,respectively.CONCLUSION The accuracy of endoscopic diagnosis using both classifications was lower for UCAN than for SN.Endoscopic diagnosis of UCAN tended to be underestimated compared with the pathological results.

TMT Heterogeneity and Firm Performance: The Moderating Effect of Managerial Discretion

Now the top management team and managerial discretion play an important role in driving the firms’development.This paper built a theoretical model to explore the effect of top management team heterogeneity on firm performance,and analyze the moderating role of managerial discretion.Based on the data of 167 listed firms from Shanghai Stock Exchange in 2019,this paper constructs a multiple regression model and tested the hypothesis.The empirical results show that gender heterogeneity,tenure heterogeneity and education level heterogeneity have a negative effect on firms performance.At the same time managerial discretion can partially moderates the relationship between the heterogeneity of top management team and firm performance,in which capital intensity and the firm size play a negative moderating role,and duality play a positive moderating role.According to the research results,this paper also puts forward corresponding suggestions to improve the firm performance.

Emotions and performance in rugby

Purpose:This study investigated emotion-performance relationships in rugby union.We identified which emotions rugby players experienced and the extent to which these emotions were associated with performance,considering how emotions unfold over the course of a game,and whether the game was played at home or away.Methods:Data were gathered from 22 professional male rugby union players using auto-confrontation interviews to help identify situations within games when players experienced intense emotions.We assessed the intensity of emotions experienced before each discrete performance and therefore could assess the emotion-performance relationship within a competition.Results:Players identified experiencing intense emotions at 189 time-points.Experts in rugby union rated the quality of each performance at these 189 time-points on a visual analog scale.A Linear Mixed Effects model to investigate emotion-performance relationships found additive effects of game location,game time,and emotions on individual performance.Conclusion:Results showed 7 different pre-performance emotions,with high anxiety and anger associating with poor performance.Future research should continue to investigate emotion-performance relationships during performance using video-assisted recall and use a measure of performance that has face validity for players and coaches alike.

Improving Organisational Performance Through Understanding Human Motivation

This article explores some thoughtful considerations for management related to understanding and improving the overall performance of individuals and teams in organisations. It reflects thoughts and learnings from several implementations of small and large projects in public sector. It also sheds light on various theories, tools and frameworks and how they can be used to improve overall organisational performance

Inequality of Rights of Senior Executives, Expected Performance Feedback and Management Efficiency

As China's manufacturing industry is advancing the upgrading of its industrial structure, this paper discusses the influence of power imbalance in the top management team on enterprises' management efficiency, and also discusses, on such a basis, the contextual effect of expected performance feedback and joint contextual effect of expected performance feedback and product market competition in combination with the organizational behavior theory and principal-agent theory.

平台型领导如何提升团队创新绩效——基于SEM与fsQCA的链式中介分析

为探究平台型领导对团队创新绩效的作用机制,选取团队学习氛围和知识场活性作为中介,团队心理安全作为调节,基于496位高新技术行业知识型员工样本,运用结构方程模型和模糊集定性比较分析两种方法检验理论模型。结果显示,平台型领导正向促进团队创新绩效,团队学习氛围和知识场活性在其中发挥链式中介作用;团队心理安全调节团队学习氛围与知识场活性之间的关系。以平台型领导、团队学习氛围、知识场活性和团队心理安全为前因条件、团队创新绩效为结果条件的模糊集定性比较分析结果支持以上结论,并得出提高团队创新绩效的两种前因组态模式,即“领导—成员互动模式”和“团队成员互动模式”。

多团队成员身份对个体创新绩效的双刃剑效应研究

根据角色理论与个人-工作匹配框架,并基于知识密集型企业员工有效样本多时点问卷数据的实证分析,探究个体多团队成员身份通过角色整合和工作繁荣(积极路径)以及角色冲突和工作疏离(消极路径)对个体创新绩效的整合影响,同时,考察认知灵活性在其间的边界条件作用。研究结果表明:个体多团队成员身份既通过角色整合与工作繁荣对个体创新绩效有显著正向间接作用,又通过角色冲突与工作疏离对个体创新绩效有显著负向间接作用;对于高认知灵活性的员工而言,多团队成员身份通过角色整合和工作繁荣对个体创新绩效的积极影响更强;对于低认知灵活性的员工而言,多团队成员身份通过角色冲突和工作疏离对个体创新绩效的消极影响更强。

大股东减持影响战略激进度吗?

企业通过维持适当的战略激进度以实现稳中求进,进而筑牢企业高质量发展的基石是当前理论研究和管理实践的重点议题之一。本文基于委托代理理论,以2008—2020年中国A股上市公司为样本,关注大股东减持和战略激进度二者之间的关系以及管理层代理效率在其中的调节作用。研究结果显示,大股东减持能够提高战略激进度,减持比例越大,减持后的战略激进度越高;同时,代理效率在这一过程中发挥着负向调节作用。进一步研究结果表明,绩效期望差距和高管团队稳定性在大股东减持与战略激进度的关系中起部分中介作用。异质性分析结果显示,在管理者为男性的企业、管理者学历较高的企业、两职分离的企业和衰退期企业中,大股东减持对战略激进度的提升作用更为明显。本文拓展了企业战略激进度的影响因素研究,深化了有关大股东减持经济后果的探讨,为企业所有者作出科学决策、防范战略风险提供了一定的参考。

公立医院后勤部门“科室核心组”工作绩效提升策略——以北京天坛医院为例

目的 探讨提升公立医院后勤部门“科室核心组”工作绩效的方法,分析实施效果。方法 以北京天坛医院后勤部门“科室核心组”为实践案例,2021—2023年通过采取成员结构异质化、责任分工全员化、管理规范制度化、工作目标清单化、风险控制全程化“五化”措施,对“三重一大”事项进行全过程闭环管理,并比较措施实施前后三年“三重一大”事项管理质量。结果 管理效率提升,议题数量较前三年增加4倍,按期完成工程类、服务类、采购类项目较前三年增加1倍;决策质量提高,决策管理合法合规,工作零差错;职工满意度提升,获评先进科室和先进基层党组织。结论 “五化”措施是提升后勤部门“科室核心组”工作绩效的有效方法,可为公立医院“科室核心组”团队建设和科室管理提供借鉴。

跨界团队网络特征对其颠覆性创新绩效的影响研究

跨界团队在企业等创新主体开展颠覆性创新活动中发挥重要作用,而运用机器学习方法识别其网络特征与颠覆性创新绩效之间殊途同归的组态路径是一个亟待解决的重要问题。本文基于Incopat专利检索平台无人机领域139999条专利数据,采用社区发现算法在专利发明人合作关系数据中识别185个跨界团队,依据社会网络理论遴选跨界团队网络特征变量,利用k-means聚类算法对跨界团队进行类型划分,并运用决策树CART(classification and regression trees)算法挖掘不同类型跨界团队网络特征对其颠覆性创新绩效的影响。研究结果表明,①跨界团队共有二元合作、类完全合作和复杂合作3种合作类型,不同跨界团队类型对颠覆性创新绩效影响具有差异性,即类完全合作团队高颠覆性创新绩效占比最高,二元合作团队高颠覆性创新绩效占比最低;②合作强度具有普适性,它是影响不同跨界团队形成不同水平颠覆性创新绩效的核心因素;③合作强度正向影响二元合作团队颠覆性创新绩效,类完全合作团队的颠覆性创新绩效受聚集系数、合作强度与团队规模的共同影响,而对于合作强度较高的复杂合作团队而言,保持较低的网络密度有利于其提升颠覆性创新绩效。