Common incentives for teamwork – the unspoken contract's significance
Purpose – The aim of this paper was to identify and study common incentives for teamwork. Design/methodology/approach – The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008...
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| Veröffentlicht in: | Team performance management 2014-01, Vol.20 (1/2), p.65-80 |
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| container_title | Team performance management |
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| creator | Berlin, Johan M |
| description | Purpose
– The aim of this paper was to identify and study common incentives for teamwork.
Design/methodology/approach
– The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12-18 months. Data were collected through interviews (n=48) and observations (n=52) of the teamwork at treatment conferences.
Findings
– The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.
Research limitations/implications
– The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.
Practical implications
– The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.
Originality/value
– The significance of common incentives and the unspoken contract in the team is identified. |
| doi_str_mv | 10.1108/TPM-04-2013-0011 |
| format | Article |
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– The aim of this paper was to identify and study common incentives for teamwork.
Design/methodology/approach
– The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12-18 months. Data were collected through interviews (n=48) and observations (n=52) of the teamwork at treatment conferences.
Findings
– The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.
Research limitations/implications
– The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.
Practical implications
– The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.
Originality/value
– The significance of common incentives and the unspoken contract in the team is identified.</description><identifier>ISSN: 1352-7592</identifier><identifier>EISSN: 1758-6860</identifier><identifier>DOI: 10.1108/TPM-04-2013-0011</identifier><language>eng</language><publisher>Bradford: Emerald Group Publishing Limited</publisher><subject>Alliances ; Cohesion ; Conferences ; Contracts ; Decision making ; Employees ; Hospitals ; HR & organizational behaviour ; Incentives ; Incidence ; Management ; Methodology ; Organizational structure/dynamics ; Professions ; Self interest ; Studies ; Teams ; Teamwork ; Teamworking</subject><ispartof>Team performance management, 2014-01, Vol.20 (1/2), p.65-80</ispartof><rights>Emerald Group Publishing Limited</rights><rights>Copyright Emerald Group Publishing Limited 2014</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c344t-7132280f8795a68c4548217006921ce45936689d7fdd313ca7b4b8a08e911ebd3</citedby><cites>FETCH-LOGICAL-c344t-7132280f8795a68c4548217006921ce45936689d7fdd313ca7b4b8a08e911ebd3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/TPM-04-2013-0011/full/pdf$$EPDF$$P50$$Gemerald$$H</linktopdf><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/TPM-04-2013-0011/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,776,780,961,11614,21674,27901,27902,52661,52664,53219,53347</link.rule.ids></links><search><creatorcontrib>Berlin, Johan M</creatorcontrib><title>Common incentives for teamwork – the unspoken contract's significance</title><title>Team performance management</title><description>Purpose
– The aim of this paper was to identify and study common incentives for teamwork.
Design/methodology/approach
– The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12-18 months. Data were collected through interviews (n=48) and observations (n=52) of the teamwork at treatment conferences.
Findings
– The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.
Research limitations/implications
– The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.
Practical implications
– The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.
Originality/value
– The significance of common incentives and the unspoken contract in the team is identified.</description><subject>Alliances</subject><subject>Cohesion</subject><subject>Conferences</subject><subject>Contracts</subject><subject>Decision making</subject><subject>Employees</subject><subject>Hospitals</subject><subject>HR & organizational behaviour</subject><subject>Incentives</subject><subject>Incidence</subject><subject>Management</subject><subject>Methodology</subject><subject>Organizational structure/dynamics</subject><subject>Professions</subject><subject>Self 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Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PYYUZ</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>20140101</creationdate><title>Common incentives for teamwork – the unspoken contract's significance</title><author>Berlin, Johan M</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c344t-7132280f8795a68c4548217006921ce45936689d7fdd313ca7b4b8a08e911ebd3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2014</creationdate><topic>Alliances</topic><topic>Cohesion</topic><topic>Conferences</topic><topic>Contracts</topic><topic>Decision making</topic><topic>Employees</topic><topic>Hospitals</topic><topic>HR & organizational behaviour</topic><topic>Incentives</topic><topic>Incidence</topic><topic>Management</topic><topic>Methodology</topic><topic>Organizational structure/dynamics</topic><topic>Professions</topic><topic>Self interest</topic><topic>Studies</topic><topic>Teams</topic><topic>Teamwork</topic><topic>Teamworking</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Berlin, Johan M</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform 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Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ABI/INFORM Collection China</collection><collection>ProQuest Central Basic</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><jtitle>Team performance management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Berlin, Johan M</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Common incentives for teamwork – the unspoken contract's significance</atitle><jtitle>Team performance management</jtitle><date>2014-01-01</date><risdate>2014</risdate><volume>20</volume><issue>1/2</issue><spage>65</spage><epage>80</epage><pages>65-80</pages><issn>1352-7592</issn><eissn>1758-6860</eissn><abstract>Purpose
– The aim of this paper was to identify and study common incentives for teamwork.
Design/methodology/approach
– The study was designed as a case study. The case consists of teamwork at a university hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12-18 months. Data were collected through interviews (n=48) and observations (n=52) of the teamwork at treatment conferences.
Findings
– The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.
Research limitations/implications
– The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.
Practical implications
– The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.
Originality/value
– The significance of common incentives and the unspoken contract in the team is identified.</abstract><cop>Bradford</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/TPM-04-2013-0011</doi><tpages>16</tpages></addata></record> |
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| identifier | ISSN: 1352-7592 |
| ispartof | Team performance management, 2014-01, Vol.20 (1/2), p.65-80 |
| issn | 1352-7592 1758-6860 |
| language | eng |
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| source | Emerald Journals; Standard: Emerald eJournal Premier Collection |
| subjects | Alliances Cohesion Conferences Contracts Decision making Employees Hospitals HR & organizational behaviour Incentives Incidence Management Methodology Organizational structure/dynamics Professions Self interest Studies Teams Teamwork Teamworking |
| title | Common incentives for teamwork – the unspoken contract's significance |
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