The Use of Autonomous Teams for Individual Vitality and Team Innovation: A 2-1-2 Multilevel Mediation Model in the Public Context

IF 2.2 3区管理学 Q2 PUBLIC ADMINISTRATION

Public Performance & Management Review Pub Date : 2022-09-14 DOI:10.1080/15309576.2022.2115088

Alissa Lysanne van Zijl

引用次数: 0

Abstract

Abstract In the public context, it is crucial to know how a motivating work environment can inspire employees to engage in collective problem solving. This study examines whether working in autonomous primary healthcare teams offers such a motivating work environment that enhances individual vitality and team innovations. A 2-1-2 multilevel mediation analysis was conducted on multi-sourced survey data from 767 employees and 59 supervisors in 78 primary healthcare teams. The results show that greater team autonomy makes individual employees feel more vital, which, in turn, leads to more innovations being developed by the team. These findings thereby emphasize the importance of the relatively underexposed “psychological perspective” in the public administration literature.

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利用自主团队促进个人活力和团队创新：公共环境下的2-1-2多级中介模型

摘要在公共环境中，了解激励性的工作环境如何激励员工参与集体解决问题至关重要。这项研究考察了在自主的初级医疗团队中工作是否提供了一个激励个人活力和团队创新的工作环境。对来自78个初级医疗团队的767名员工和59名主管的多源调查数据进行了2-1-2多级中介分析。研究结果表明，更大的团队自主权会让员工个人感到更重要，这反过来又会导致团队开发更多的创新。因此，这些发现强调了公共行政文献中相对暴露不足的“心理视角”的重要性。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Public Performance & Management Review PUBLIC ADMINISTRATION-

CiteScore

5.50

自引率

16.10%

发文量

期刊介绍： Public Performance & Management Review (PPMR) is a leading peer-reviewed academic journal that addresses a broad array of influential factors on the performance of public and nonprofit organizations. Its objectives are to: Advance theories on public governance, public management, and public performance; Facilitate the development of innovative techniques and to encourage a wider application of those already established; Stimulate research and critical thinking about the relationship between public and private management theories; Present integrated analyses of theories, concepts, strategies, and techniques dealing with performance, measurement, and related questions of organizational efficacy; and Provide a forum for practitioner-academic exchange. Continuing themes include, but are not limited to: managing for results, measuring and evaluating performance, designing accountability systems, improving budget strategies, managing human resources, building partnerships, facilitating citizen participation, applying new technologies, and improving public sector services and outcomes. Published since 1975, Public Performance & Management Review is a highly respected journal, receiving international ranking. Scholars and practitioners recognize it as a leading journal in the field of public administration.