Examples of implementation and evaluation of treatment fidelity in the BCC studies: Where we are and where we need to go
Barbara ResnickAlbert J. BellgBelinda BorrelliCarol De FrancescoRosemary BregerJacki HechtDaryl SharpChantal LévesqueDenise OrwigDenise ErnstGbenga OgedegbeSusan M. Czajkowski
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Treatment fidelity plays an important role in the research team's ability to ensure that a treatment has been implemented as intended and that the treatment has been accurately tested. Developing, implementing, and evaluating a treatment fidelity plan can be challenging. The treatment fidelity workgroup within the Behavior Change Consortium (BCC) developed guidelines to comprehensively evaluate treatment fidelity in behavior change research. The guidelines include evaluation of treatment fidelity with regard to study design, training of interventionists, delivery and receipt of the intervention, and enactment of the intervention in real-life settings. This article describes these guidelines and provides examples from four BCC studies as to how these recommended guidelines for fidelity were considered. Future work needs to focus not only on implementing treatment fidelity plans but also on quantifying the evaluations performed, developing specific criteria for interpretation of the findings, and establishing best practices of treatment fidelity.Keywords:
Workgroup
Empirical research about the positive and negative influences of temporary workers on organizational innovativeness. The results indicate that temporary workers influence organizational innovativeness through their impact on knowledge creation and learning in a workgroup. More specifically: temporary workers bring in extra external knowledge in the workgroup which improves knowledge combination. Furthermore, temporary workers enhance the substantive and affective conflict level in a workgroup. While the latter is negative for knowledge sharing, the former facilitates exploration and learning in a workgroup and so contributes to an organization’s innovativeness. Several limitations and future research directions are mentioned.
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In this paper, questionnaire survey on 85 workgroup leaders and 450 workgroup members in 85 teams is conducted to examine the model. Analyses of a matched sample show that workgroup emotional climate moderates the relationship between transformational/transactional leadership and workgroup innovation performance. Specifically, when the workgroup emotional climate is positive, transformational leadership is positively related to workgroup innovation performance, and transactional leadership is negatively related to workgroup innovation performance; however, when the workgroup emotional climate is negative, transformational leadership is negatively related to workgroup innovation performance, and transactional leadership is positively related to workgroup innovation performance. Corresponding managerial implications are offered.
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Individuals in a business usually do not work entirely alone, but instead in teams, committees, departments, and other types of workgroups. To collaborate on common tasks, workgroup members can have meetings, talk on the telephone, send faxes, and distribute memos. Group members can also use workgroup information systems to help them collaborate. This type of system is also called a group support system because it supports the work of people in a group. This article looks at applications used in workgroup information systems, and shows how these applications affect group collaboration in businesses. First, we explain how workgroup information systems encourage group collaboration. Then we examine the characteristics of group collaboration and describe common workgroup applications and the software used for these applications, and finally we discuss about office automation and the virtual work environment.
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The research conceptualizes workgroup emotional climate (WEC) and workgroup emotional labor as contrasting types of emotional exchange within teams, with the former defined as team-member directed emotional exchanges and the latter as the outward directed emotional exchanges required to enact one's role. Data were obtained from a sample of 840 workgroup members from 148 workgroups in China. Results showed that positive WEC is a source of group efficacy with positive consequences for workgroup performance. The findings also lend support to the idea that people have limited emotional resources and thus, while a positive WEC improves group performance, this relationship is weakened as workgroup emotional labor increases. The study identifies two types of emotional exchanges characterizing a workgroup and enriches understanding of team emotional dynamics. Team leaders need to recognize the value of WEC and the workgroup emotional labor requirements and try to induce more positive WEC to facilitate team performance.
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Recently, researchers have paid increased attention to the social and cognitive aspects of workers' safety behaviors. In the same vein, researchers have begun modeling the socio-cognitive process of workers' safety behaviors. However, an inquiry into the impact of workgroup changes on social influence remains limited. Workgroups in a construction project dynamically change because workers enter and leave according to the project schedule. Considering that changes in workgroups affect the social network of the project, and the transmission of the social norms occurs through the social network, workgroup changes should be considered. In this paper, an agent-based model is developed to investigate how the dynamicity of workgroup changes affects the socio-cognitive process of workers' safety behavior. Three experiments examining the effect of the dynamicity of workgroup changes [i.e., static (no turnover), mildly dynamic (modest turnover), and highly dynamic (high turnover) change] in three site risk conditions (i.e., low, modest, and high site risk conditions) were conducted. The results indicate that while the incident rates for the static and mildly dynamic changes are significantly higher than the highly dynamic changes in the modest and high-risk condition, the differences in the incident rates for the three dynamicity changes are not significant in the low-risk condition. The findings provide construction practitioners with insight into the development of safety management interventions by exploring the interaction between the workgroup changes and site risk conditions. Also, this study contributes to the body of knowledge of construction safety by testing the importance of the workgroup changes in the socio-cognitive process of workers' safety behaviors.
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In this paper,questionnaire survey on 85 workgroup leaders and 450 workgroup members in 85 teams is conducted to examine the model.Analyses of a matched sample show that workgroup emotional climate moderates the relationship between transformational/transactional leadership and workgroup innovation performance.Specifically,when the workgroup emotional climate is positive,transformational leadership is positively related to workgroup innovation performance,and transactional leadership is negatively related to workgroup innovation performance;however,when the workgroup emotional climate is negative,transformational leadership is negatively related to workgroup innovation performance,and transactional leadership is positively related to workgroup innovation performance.Corresponding managerial implications are offered.
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Individuals in a business usually do not work entirely alone, but instead in teams, committees, departments, and other types of workgroups. To collaborate on common tasks, workgroup members can have meetings, talk on the telephone, send faxes, and distribute memos. Group members can also use workgroup information systems to help them collaborate. This type of system is also called a group support system because it supports the work of people in a group. This article looks at applications used in workgroup information systems, and shows how these applications affect group collaboration in businesses. First, we explain how workgroup information systems encourage group collaboration. Then we examine the characteristics of group collaboration and describe common workgroup applications and the software used for these applications, and finally we discuss about office automation and the virtual work environment.
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The aim of the present study is to establish and interpret the appropriate level of analysis for the correlation between supervisory communication and commitment to workgroup. We intend to examine whether specific forms of correlations between supervisory communication and commitment to workgroup could be distinguished from each other at the individual or higher level of analysis. We present results from an individual, dyadic and group sample taken from a Malaysian organization. We relate the measures of supervisory communication and commitment to workgroup from individuals embedded in a specific workgroup to reflect individual communication with their immediate supervisor as possible antecedents for commitment to their workgroup. To examine this relationship, we follow Within and Between Analysis (WABA) statistical procedures proposed by Dansereau, Alutto, and Yammarino (1984 Dansereau, F., Alutto, J. A. and Yammarino, F. J. 1984. Theory testing in organizational behavior: The varient approach, Englewood Cliffs, New Jersey: Prentice-Hall. [Google Scholar]). This procedure involves: (a) testing the total deviation scores for each variable presented within cell, or between cell scores known as WABA I; (b) testing the level of analysis that may underlie relationships among all variables taken two at a time, known as WABA II, and (c) testing the total correlation and component analysis through the combination of WABA I and WABA II. We find that the relationships between supervisory communication and commitment to workgroup are relevant for the whole group. The correlations between these two variables are interpreted as group differences where the individuals in a group are viewed as homogenized, and each workgroup is assigned one score on each variable. Implications of these findings are discussed.
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This balanced treatment of the technology of workgroup communication, featuring Lotus Notes, examines how workgroup products can help make employees perform better and more efficiently. This book also provides accessible how-to traingin in workgroup technology, and hands-on guidance on how to use that technology to build a better organization.
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The nationally-recognized Susquehanna
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as AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA¢AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂemotionally unfiltered, honest
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musical level.AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA¢AÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂAÂA Experience choral
singing that will take you to new
heights!
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