This dissertation documents the qualitative study that was conducted with the Ambassador Pilot Program team at Thanksgiving Point Institute; a non-profit farm, gardens, and museum complex and informal learning institution; from the summer of 2011 to the fall of 2012. The Ambassador team was tasked to develop an employee training program. Over time the team members were given more freedom to direct their own course and set their own objectives. To the co-directors of the program it seemed the Ambassadors began to embrace some characteristics common to a community of practice (CoP); however, it remained to be seen how the Ambassadors viewed themselves. Therefore, this research study seeks to answer the following research questions: Did this Ambassador team transform into a CoP or at least the beginnings of a CoP? If so, what contributed to this transformation? And if not, what discouraged this transformation from occurring? To what extent did the Ambassadors become a CoP or not? This dissertation is comprised of two articles. The first article is a literature review of applicable CoP and team literatures that investigate the theoretical underpinnings of the question, "Can a team become a CoP?" Thus far, no documented cases have been found in the literature of teams transforming into CoPs. The second article documents the study that was conducted at Thanksgiving Point with the Ambassador team during the Ambassador Pilot Program. Using qualitative methods including interviews, observations, and document analysis, it was observed that the Ambassador team took on many characteristics of a CoP, including becoming a community of learners, sharing a domain of interest, engaging in a common practice, and evolving organically as directed by the Ambassadors and not the senior management at Thanksgiving Point. Appendices of this dissertation include the following: (a) a literature review similar to the first article but with more content; (b) a detailed methodology plan that outlines the qualitative methods, techniques, and standards that were followed to conduct this study; and (c) the interview protocol used during the study.

Efficient use of hardware resources is a vital part of getting good results within high performance computing. This thesis explores the predictability of optimal CPU-core distribution between two tasks running in parallel on a shared-memory machine, with the intent to reach the shortest total runtime possible. The predictions are based on the weight and speedup of each task, in regards to the CPU-frequency decrease that comes with a growing number of active cores in modern CPUs. The weight of a task is the number of floating point operations needed to compute it to completion. The Intel oneAPI Math Kernel Library is used to create a set of different tasks, where each task consists of a single call to a dgemm-routine. Two prediction algorithms for optimal core distribution are presented and used in this thesis. Their predictions are compared to the fastest distribution observed by either running the tasks back-to-back, with each using all available cores, or running the tasks simultaneously in two parallel regions. Experimental results suggest that there is merit to this method, with the best of the two algorithms having a 14/15 prediction-accuracy of the core distribution resulting in the fastest run.

As the number of cases of the COVID-19 virus spread across the world in the beginning of 2020, governments decided to take measures to stop the spread of the virus. These measures limited individual’s freedom of movement and soon thereafter, the number of domestic violence cases increased. While the increase in domestic violence has almost interchangeably been linked to the enforcement of lockdowns, statistics have indicated an increase in domestic violence in Sweden as well whereas they never enforced any lockdowns. The aim of this thesis is thus to explore this issue further by interviewing staff at women’s shelters and support services in Sweden to examine how they perceive how the pandemic has impacted the situation of men’s violence against women (as most cases of domestic violence is a matter of a man abusing a woman), their organizations, and their relationship with the women. The theoretical lens of shared trauma has been used to explore how the relationship between the organizations and the women have been affected as they navigate through the shared traumatic reality of the pandemic. The analytical tool used in this study is by a thematic analysis, whereas 7 themes were located: (1) Change in the level of support, (2) Change in the level of violence, (3) The role of the media and public perception, (4) Economic uncertainty and vulnerability, (5) Governmental directives, (6) Sharing a traumatic experience, and (7) Posttraumatic growth. The study concludes that the pandemic has impacted the women’s shelters and support services in this study quite a lot, both in negative and positive terms. Whilst the study indicates an increased level of men’s violence against women, the organizations have on the other hand been forced by the pandemic to develop their organizational structure to reach the women who have been isolated in their homes, and thus improved a lot of tools to support these women in the future.

Although shared mobility services provide benefits such as minimizing congestion as well as pollution and costs of transportation, barriers such as trust and convenience are blocking these services from reaching a broader audience. In this paper, considerations for a new service that aims to bring together familiar strangers to share rides to and from the airport is presented using a Research through Design approach. The familiar strangers investigated in this study are frequent travelers of Scandinavian airlines (SAS). Interviews, ideation workshops, prototyping, and feedback sessions are the design activities that were used to understand motivations behind their choice of transportation to and from the airport, and current pain points that motivate the need for such a service, as well as to guide the design directions of the service to tackle the problems of trust and convenience current shared mobility services face. The findings showed that SAS travelers are willing to share rides with others belonging to their community when living far away from transit services to and from the airport, arriving uncomfortable hours at a new destination, when there’s a potential to make new business contacts as well as when traveling with loved ones. The final design presented in this paper serves as a framework on how to design services to enable people who share common physical spaces and similar travel behavior, to share rides together. / Även om “shared mobility” tjänster ger fördelar som att minimera trafikstockningar samt föroreningar och transportkostnader, finns det hinder som tillit och bekvämlighet som blockerar dessa tjänster från att nå en större publik. I den här uppsatsen presenteras omständigheter för en ny tjänst som syftar till att samla “familiar strangers” för att dela transportsätt till och från flygplatsen med hjälp av ett Research Through Design-metod. De “familiar strangers” som undersöktes i denna studie är frekventa resenärer av Scandinavian Airlines (SAS). Intervjuer, ideation workshops, prototyper och feed-back möten är de designaktiviteter som användes för att förstå motivation bakom resenärers val av transport till och från flygplatsen och aktuella smärtpunkter som motiverar behovet av en sådan tjänst samt för att styra designbeslut för tjänsten för att ta itu med problemen med förtroende och bekvämlighet som nuvarande “shared mobility” tjänster stöter på. Resultaten visade att SAS-resenärer är villiga att dela resor med andra som tillhör deras gemenskap när de bor långt ifrån transit tjänster till och från flygplatsen, när de anländer i ett nytt resmål vid obehagliga timmar, när det finns möjlighet att skapa nya affärskontakter såväl som när de reser med sina nära och kära. Den slutliga designen som presenteras i denna uppsats fungerar som en ram för hur man utformar tjänster för att möjliggöra för personer som delar gemensamma fysiska utrymmen och liknande resebeteenden, att dela resor tillsammans.

The cohouse is a smarter type of housing, where we can find solutions through sharing. It combines the home with the social meeting place, resembling an indoor/outdoor fusion. My intention with this project is to create a housing that is unfinished, a continuous project. Where the residents are encouraged to try other ways of living. Where the rooms are not only made up by walls but also created by the bodies of people, forever changing and rearranged - a continuous space.

Societies are plagued by growing healthcare expenditures and budgetary constraints. The strategy for solving the issue has been heavily debated, with proposed solutions such as Valuebased healthcare (VBHC), Public-Private Partnerships (PPP) and improved medical treatments. A novel concept that aims to improve medical treatment is strategic biobanking. Strategic biobanking is the act of saving biological samples and clinical data for future research. Access to strategic samples can speed up future clinical trials and studies, provide researchers with more useful research material, enable more thorough analyses of biomarkers, facilitate faster drug development, and increase the power of both retrospective analyses and precision medicine. This thesis studies the shared value effects of a strategic biobanking PPP by drawing on the theoretical fields of VBHC, PPP and Creating Shared Value (CSV). Specifically, the effects of hospital organisational structure, regulatory framework and public interest on strategic biobanking PPPs was studied. The research was carried out through a single holistic case study of Karolinska University Hospital in Stockholm, Sweden and multiple pharmaceutical companies, and data was collected through semi-structured interviews. Data analysis was carried out in accordance with the grounded theory framework. The researchers find that regulatory structure can limit the options when crafting the business model and the industry value proposition for a strategic biobanking PPP. Some strategies on how to deal with these restraints are outlined. Furthermore, the research highlights the importance of longitudinal data-sets and how a hospital organised according to the VBHC principles is more suitable for implementation of longitudinal sampling routines. Finally, the research shows that that the concept of CSV can act as guidance for private partner decision making to increase public interest. By adopting principles of transparency regarding financial incentives and motivations, an industry partner can garner increased trust with the general public as well as their public partner. The shared value effects are pronounced, and the study finds that a strategic biobanking PPP moves the boundary for what is scientifically possible for all stakeholders in the healthcare domain. / Samhällen plågas av skenande sjukvårdskostnader och budgetåtstramningar. Vilken strategi som kan lösa problemet har debatterats flitigt. Lösningar så som Value-based Healthcare (VBHC), Public-Private Partnerships (PPPs) och mer avancerad vård har alla föreslagits som alternativ. Ett nytt koncept som ämnar att förbättra sjukvården är strategisk biobankning. Strategisk biobankning innebär att spara biologiska prover och klinisk data inför framtiden. Detta kan snabba på framtida kliniska prövningar och studier, förse forskare med mer användbart forskningsmaterial, möjliggöra mer grundliga analyser av biomarkörer, snabbare utveckling av mediciner, samt öka potensen hos både retrospektiva studier och precision medicine. Denna uppsats studerar gemensamma värdeeffekter hos ett PPP inom strategisk biobanking genom att använda sig av de teoretiska fälten VBHC, PPP och Creating Shared Value (CSV). Mer specifikt studeras hur PPP inom strategisk biobankning påverkas av sjukhusets organisationsstruktur, rådande regelverk och allmänintresse. Forskningen utfördes genom en enkel, holistisk, fallstudie av Karolinska Universitetssjukhuset i Stockholm, Sverige. Data samlades genom semi-strukturerade intervjuer och analyserades senare enligt ramverket för Grounded Theory. Forskarna finner även att rådande regelverk begränsar möjligheten för utveckling av affärsmodell och värdeerbjudande gentemot privata partners. Några strategier för att hantera dessa begränsningar tas upp i uppsatsen. Vidare belyses vikten av longitudinella dataset, och att ett sjukhus vars organisation är strukturerad enligt VBHC-principer är mer lämpligt för implementation av longitudinell provsamling. Slutligen finner forskarna att privata CSV-conceptet utgör bra vägledning för privata partners för att skapa allmänintresse. Genom att anamma principer som premierar transparans gentemot sina ekonomiska och strategiska incitament så kan förtroende byggas gentemot allmänheten. De gemensamma värdeeffekterna är tydliga, och forskarna finner att tillgång till en strategisk biobank flyttar gränsen för vad som är vetenskapligt möjligt för alla aktörer i det sjukvårdsrelaterade ekosystemet.

A between-groups design experiment was conducted to examine the effect of extraversion heterogeneity as a moderator between shared leadership and team satisfaction. It was hypothesized that the relationship between shared leadership and team satisfaction would be moderated by extraversion heterogeneity, such that (a) the relationship would be positive for teams in which members are similar in their levels of extraversion, and (b) the relationship would be negative for teams in which members are dissimilar in their levels of extraversion. Data regarding extraversion, shared leadership behavior, and team satisfaction was collected from 30 teams comprised of 90 participants. The findings did not support the hypothesis, showing no interaction. However, exploratory analyses did find evidence for the moderating role of agreeableness heterogeneity in the relationship between shared leadership and team satisfaction. The findings are discussed and implications for future research are presented.

The purpose of this study was to empirically test the oft-noted hypothesis that shared mental models lead to implicit coordination. Specifically, this dissertation investigated the underlying mechanisms of implicit coordination and how different aspects of shared mental models affect the process. The research questions tested in this study were (a)how perceptions of sharedness affect the initiation of implicit coordination, (b) how actual levels of sharedness affect the process of implicit coordination, and (c) how quality of task mental models affects successful implicit coordination. Sixty same-gender, two-person teams engaged in a complex military reconnaissance planning task in which the team members were required to work together by exchanging information to plan routes for one unmanned aerial vehicle (UAV) and one unmanned ground vehicle (UGV). The results provided partial support for the influence of different facets of shared mental models on the process of implicit coordination. Specifically, individual mental model quality, not perceptions of sharedness or actual mental model sharedness, was the biggest predictor of the initiation of implicit coordination. Additionally, perceptions of sharedness and actual mental model sharedness interacted with one another, such that teams in mismatched conditions (high perceptions of sharedness but low actual sharedness [false consensus], or low perceptions of sharedness and high actual sharedness, [pluralistic ignorance]) tended to increase their communications. The implications and recommendations for future research on implicit coordination and shared mental models are discussed. Additionally, the implications for operators of unmanned vehicles are also discussed.

Organizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static— members come and go. The membership adaptation literature has traditionally focused on the performance effects of newcomers to teams. Yet in practice, more and more teams today experience membership loss without replacement. Military units are stretched to capacity. Economic conditions have forced organizations to do more with less. When members leave, they are rarely, if ever, replaced. The very nature of some organizations lends itself to fluid team memberships. Consider an emergency room where a team of nurses and doctors work on Patient A. When a more critical Patient B arrives that requires the expertise of one of those team members, that doctor will leave the Patient A to tend to the Patient B. This practice is common in such work environments. Yet despite the prevalence of this practice, the scientific community knows very little about the impact of losing members on team performance. The current study examines the impact of membership fluidity on team performance. The purpose of this study was twofold. First, there was the need to address an empirical gap in the adaptation literature by focusing on membership changes (loss and loss with replacement) in non-creative tasks. Second was the consideration of the processes underlying adaptation—namely learning, operationalized as the development of effective shared mental models (SMMs). Thus, a primary goal was to determine the magnitude of team performance decrements associated with such changes within a decision-making task as well as the associated changes in team process. Results suggest that three-person intact teams demonstrated greater adaptive performance iv than membership loss with replacement teams. Furthermore, two-person intact teams developed more similar task and team interaction SMMs than membership loss teams when SMMs were indexed as a Euclidean distance score. There were no differences in the level of sharedness regarding task, team interaction or teammate SMMs for three-person intact teams as compared to membership loss with replacement teams. However, when teammate SMMs were operationalized as the personality facets (i.e., the Big 5) in exploratory analyses, three-person intact teams did develop more similar SMMs regarding the agreeableness facet than membership loss with replacement teams. Additionally, when operationalized as Euclidean distance, the agreeableness facet significantly predicted adaptive team performance—specifically, the smaller the distance (i.e., more similar the MMs), the greater the adaptive performance in teams. When operationalized as the similarity index, the neuroticism facet significantly predicted adaptive team performance such that the more similar the SMMs, the greater the adaptive performance in teams. Results suggest that membership fluidity does negatively influence the development of shared mental models among teammates. Furthermore, this study provides additional evidence that teammate and team interaction mental models, which are typically not examined together in team studies, are differentially influenced by membership fluidity and differentially predict outcomes like adaptive team performance. This suggests researchers should include both of these cognitive components of team performance to fully understand the nature of these constructs.

Multiteam systems are an integral part of our daily lives. We witness these entities in natural disaster responses teams, such as the PB Oil Spill and Hurricane Katrina, governmental agencies, such as the CIA and FBI, working behind the scenes to preemptively disarm terrorist attacks, within branches of the Armed Forces, within our organizations, and in science teams aiming to find a cure for cancer (Goodwin, Essens, & Smith, 2012; Marks & Luvison, 2012). Two key features of the collaborative efforts of multiteam systems are the exchange of information both within and across component team boundaries as well as the virtual tools employed to transfer information between teams (Keyton, Ford, & Smith, 2012; Zaccaro, Marks, & DeChurch, 2012). The goal of this dissertation was to shed light on enabling the effectiveness of multiteam systems. One means of targeting this concern was to provide insight on the underpinnings of MTS mechanism and how they evolve. The past 20 years of research on teams supports the central role of motivational and affective states (Kozlowski & Ilgen, 2006; and Mathieu, Maynard, Rapp, & Gibson, 2008) as critical drivers of performance. Therefore it was my interest to understand how these critical team mechanisms unravel at the multiteam system level and understanding how they influence the development of other important multiteam system processes and emergent states. Specifically, this dissertation focused on the influence motivational and affective emergent states (such as multiteam efficacy and multiteam trust) have on shaping behavioral processes (such as information sharing-unique and open) and cognitive emergent states (such as Transactive memory systems and shared mental models). Findings from iv this dissertation suggest that multiteam efficacy is a driver of open information sharing in multiteam systems and both types of cognitive emergent states (transactive memory systems and shared mental models). Multiteam trust was also found to be a critical driver of open information sharing and the cognitive emergent state transactive memory systems. Understanding that these mechanisms do not evolve in isolation, it was my interest to study them under a growing contextual state that is continuously infiltrating our work lives today, under virtual collaboration. This dissertation sought to uncover how the use of distinct forms of virtual tools, media rich tools and media retrievability tools, enable multiteam systems to develop needed behavioral processes and cognitive emergent states. Findings suggest that the use of media retrievability tools interacted with the task mental models in promoting the exchange of unique information both between and within component teams of a multiteam system. The implications of these findings are twofold. First, since both motivational and affective emergent states of members within multiteam systems are critical drivers of behavioral processes, cognitive emergent states, and in turnmultiteam system performance; future research should explore how we can diagnose as well as target the development of multiteam system level efficacy and trust. Second, the virtual communication tools that providemultiteam systems members the ability to review discussed materials at a later point in time are critical for sharing information both within and across component teams depending on the level of shared cognition that multiteam system members possess of the task.Therefore the ability to encourage the use and provide such tools for collaborative purposes is beneficial for the successful collaboration of multiteam systems.