When do interprofessional teams succeed? investigating the moderating roles of team and professional identity in interprofessional effectiveness

Rebecca J. Mitchell, Vicki Parker, Michelle Giles

Research output: Contribution to journalArticleResearchpeer-review

Abstract

This study investigates the role of professional identity threat and team identity as moderators of the relationship between diverse composition and the performance of interprofessional teams. Survey data from 47 interprofessional teams in a tertiary referral hospital in New South Wales, Australia demonstrates the value of social identity in understanding the performance of such teams. The first finding, that team identity moderates the relationship between diversity and team effectiveness, indicates that commitment and attraction to their team enhances members’ ability to work together cooperatively. The second finding, that threat to professional identity plays a deleterious role by moderating an inverse relationship between diversity and effectiveness, suggests that professional dissent may increase the negative effects of diversity. Finally, support for the role of interprofessional motivation in strengthening team identity and reducing identity threat provides both an additional theoretical contribution, and offers a practical strategy for enhancing the effectiveness of interprofessional teams.
LanguageEnglish
Pages1321-1343
Number of pages23
JournalHuman Relations
Volume64
Issue number10
DOIs
Publication statusPublished - 2011
Externally publishedYes

Fingerprint

Moderators
Chemical analysis
threat
Professional identity
Professional Identity
moderator
performance
commitment
ability

Keywords

  • diversity
  • healthcare organizations
  • identity
  • motivation
  • organizational psychology
  • social psychology
  • teams

Cite this

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When do interprofessional teams succeed? investigating the moderating roles of team and professional identity in interprofessional effectiveness. / Mitchell, Rebecca J.; Parker, Vicki; Giles, Michelle.

In: Human Relations, Vol. 64, No. 10, 2011, p. 1321-1343.

Research output: Contribution to journalArticleResearchpeer-review

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