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.

This paper presents DSM64: a lazy release consistent software distributed shared memory (SDSM) system built entirely in user-space. The DSM64 system is capable of executing threaded applications implemented with pthreads on a cluster of networked machines without any modifications to the target application. The DSM64 system features a centralized memory manager [1] built atop Hoard [2, 3]: a fast, scalable, and memory-efficient allocator for shared-memory multiprocessors. In my presentation, I present a SDSM system written in C++ for Linux operating systems. I discuss a straight-forward approach to implement SDSM systems in a Linux environment using system-provided tools and concepts avail- able entirely in user-space. I show that the SDSM system presented in this paper is capable of resolving page faults over a local area network in as little as 2 milliseconds. In my analysis, I present the following. I compare the performance characteristics of a matrix multiplication benchmark using various memory coherency models. I demonstrate that matrix multiplication benchmark using a LRC model performs orders of magnitude quicker than the same application using a stricter coherency model. I show the effect of coherency model on memory access patterns and memory contention. I compare the effects of different locking strategies on execution speed and memory access patterns. Lastly, I provide a comparison of the DSM64 system to a non-networked version using a system-provided allocator.

Using a mail survey, I questioned 490 representatives of local government (i.e., elected officials, administrative officials, animal control officers, and county Cooperative Extension agents) about their understanding of human-wildlife conflicts in their communities, and their receptivity to participating in co-management partnerships with regulatory agencies. Response rates for the mail survey of these four populations ranged from 25.2% to 75.9%. Knowledge of and perceptions about human-wildlife conflicts varied among leader subpopulations, as did their assessment of risks associated with and prioritization of human-wildlife conflicts. Animal control and Extension personnel displayed greater knowledge about wildlife, expressed greater concern about potential risks, and assigned higher priority to human-wildlife conflicts in their community. Respondents indicated that wildlife complaints are being received from constituents in their community, but questions exist over who is responsible for managing these conflicts. Most respondents indicated a willingness to become involved in conflict resolution, but indicated less willingness for local government to take on a leadership role. Respondents could identify potential partners valuable to resolving human-wildlife conflicts, but they demonstrated uncertainty about the specific roles and responsibilities of these outside agencies (e.g., Virginia Department of Game and Inland Fisheries). Respondents identified important potential impediments (i.e., financial and personnel resources, the need to provide additional training or equipment) that could preclude or reduce their ability to become involved in conflict resolution. Most respondents viewed community-based co-management approaches as realistic (74%) and attractive (63%) options for local governments to exercise in managing human-wildlife conflicts. Most respondents (74%) believed that co-management offered local governments a direct way to be involved in managing their own conflicts. Respondents believed that staffing and budget shortages would be significant impediments that would limit local government's participation in co-management agreements. This study clearly illustrates that human-wildlife conflicts are occurring in Virginia, but overall local governments are not at a point when they are willing or able to consider a proactive approach to managing these conflicts. Until some threshold is met or exceeded, leaders in these communities may not be willing to devote the time or resources necessary to enact proactive approaches. Before that threshold is met, the development and utilization of informational and educational resources can increase local government's capacity to develop and implement a comprehensive wildlife management plan for Virginia communities in the future. / Master of Science

<p dir="ltr">Empathic design involves two social practices – one is collaboration with users to elicit and make a meaning of user experiences, and another is intrateam collaboration to develop a mutually understood, agreed-upon interpretation of user experiences among team members. This study is focused on the latter phenomenon, conceptualizing this social practice as team learning for shared empathic understandings. Through this conceptualization, this study aimed to characterize a social mechanism underlying intrateam collaboration in empathic design in terms of how professionals interact with each other to develop and apply shared empathic understandings to design ideas within a team over a design process. For this objective, I conducted a conversation analysis to examine one professional design team’s conversations over a design journey from need-finding to initial ideation to prototyping and testing, exploring team members’ conversational behaviors revealed in conversational exchanges. More specifically, I investigated their conversational behaviors at both the team and individual levels: team learning behaviors (i.e., construction, co-construction, and constructive conflict) for team-level collective behaviors and interpersonal reactions (e.g., move, question, block, etc.) and empathy perspectives (i.e., the first, second, and third-person perspectives) for individual-level behaviors. Through this investigation, I found that a team’s design journey can be characterized by their travel among the team learning behaviors during design conversations and that each type of team learning behavior can be featured by frequently used interpersonal reactions and empathy perspective transitions at the individual level. Through this behavior-oriented, holistic view of team learning for shared empathic understandings, this study provides fresh insights into what conversational behaviors can be more used at the team and individual levels and how these behaviors can facilitate a team to arrive at team-level empathic understandings and design ideas. I discuss the research and educational implications of this study and future research ideas based on this study.</p>

Shared autonomous vehicles present a significant opportunity to change the way that urban mobility is viewed by society. By providing a shared mobility platform at a cost lower than has previously been obtainable there are significant possibilites to enable a new era of mobility for consumers. This opportunity, however, comes with significant risks in the form of emissions and increased road usage. Understanding how the risks and benefits of shared autonomous vehicles can be balanced is crucial to be able to adequately prepare for their introduction. One of the primary ways to understand the interplay between the risks and benefits of autonomous vehicles is through the use of computer simulations. However, typically simulations must be defined for a specific area and provide results that are not applicable to a wide range of areas and situations. This work presents the development of a framework that can be used to simulate SAV behaviour at any given region of interest. This framework automates the process of generating a directed non-planar graph using data gathered from the OpenStreetMap project. It further provides tools to generate activity based trips that are statistically similar in time and density to provided data that reflects the trips in the simulation area. In the absence of this data, this work has identified the 2009 National Household Travel Survey as an acceptable surrogate for data specific to a region. The framework then provides methods by which the trip origins and destinations are mapped into the directed non-planar graph representation of the area of interest. This mapping is performed using real-world data including business locations and census data. Finally the framework is capable of simulating the activity of SAV in response to the defined trips given a variety of starting conditions and relocation strategies. In addition to the simulation framework this work presents a novel relocation strategy for unoccupied SAV based on the potential field methods that have been used in robotic navigation. This method provides a continously differentiable function that describes the unmet demand in the service area for a network of shared autonomous vehicles. The tunable parameters of the method are explored by using a design of experiments, and optimal values reflecting different scenarios are identified.The method is also evaluated in the context of both and over- and under-supply of vehicles for the given demand. As a result this method has been shown to provide substantial reductions in the wait time for a vehicle to service a trip with a minimal increase in the total distance that is traveled by all vehicles in the network.

京都大学 / 新制・課程博士 / 博士(社会健康医学) / 甲第24290号 / 社医博第126号 / 新制||社医||12(附属図書館) / 京都大学大学院医学研究科社会健康医学系専攻 / (主査)教授 今中 雄一, 教授 西浦 博, 教授 寺田 智祐 / 学位規則第4条第1項該当 / Doctor of Public Health / Kyoto University / DFAM

People with serious mental illnesses (SMIs) (e.g., schizophrenia, major depressive disorder, bipolar disorder) receive inadequate medical care, which is associated with high rates of avoidable morbidity and premature mortality. Assertive Community Treatment (ACT) is an evidence-based service delivery model that provides intensive mental and social health support to clients with SMI. It has been suggested that ACT should provide primary care services to address client physical health, however, initiatives towards this and their implications are not well understood. I used a case study approach and semi-structured interviews to explore five ACT teams in the Ottawa region to discover team members’ mental models of primary care, relationships with external primary care providers, and the perceived impact COVID-19 has had on these mental models. I used Shared Mental Model (SMM) theory to frame data collection and a thematic analysis. The results showed that ACT team members similarly perceived primary care as important for the holistic health of their clients. They described ACT’s psychosocial scope and how they support clients’ access to external primary care services and their work to mitigate barriers. Teams did not share mental models about the basic primary care services they provided or which roles delivered them, due to differences in context and team members’ comfort. Team members also did not share beliefs about the future of ACT and primary care integration. Finally, the COVID-19 pandemic changed and challenged primary care delivery, with beliefs becoming more negative overall. This thesis provides insight into how primary care could be delivered to ACT clients and where challenges and improvements can be addressed.

The COVID-19 pandemic prompted many Swedish businesses to reconsider their survival techniques and the support they offer to societies in which they operate. The purpose of this study is to examine the COVID -19 responses practiced by four Swedish Companies (Essity, Volvo Group, ICA Gruppen, and Autoliv) to see what entrepreneurs can learn in the event of another pandemic. Furthermore, the study explores the different ways in which CSV and competitive advantage may be attained using the lessons learned from the COVID-19 pandemic. A qualitative study based on secondary data analyzing information from company homepages, and annual and sustainability reports for the years 2020 and 2021 are the only ones used to provide systematic and comprehensive insights. The theoretical framework includes Archie Carroll’s pyramid which includes the legal, ethical, economic, and philanthropic responsibilities of the organization towards society, the stakeholder theory as well as the concept of creating Value Creation. The results show that Essity, Volvo Group, ICA Gruppen, and Autoliv responded differently to COVID-19 through philanthropic activities, commitment to ethical goals, upholding legal requirements, and maintaining business operations. And the ways in which they can contribute to value creation through these responses include enhanced employee relations, customer relations, innovation, collaborations, and government regulatory compliance. The study revealed that solving societal challenges is integral to guaranteeing that the organization can obtain an economic benefit for a long-term sustainability. When dealing with society in times of uncertainty, entrepreneurial innovations can be a source of future competitive advantage.

In this doctoral study I conceptualise shared values in order to explore a management problem from my work place environment. I observe that business-to-business (B2B) relationships between project managers and self-employed consulting engineers terminate; project managers switching to other vendors and self-employed consulting engineers losing their contract. The findings from the doctoral study show major influence of the shared values in managing project based professional relationships. Specifically, the elements of B2B professional relationships “commitment” and “trust” embedded in relationship performance show managerial implications. Furthermore, the literature review revealed a lack of qualitative knowledge in the research domain of B2B relationships. Hence, the findings from the doctoral study fill this gap and contribute to the academic knowledge by providing practise based qualitative evidence.This doctoral study was conducted in two phases. In the first phase, building on previous research articles, six elements of B2B professional relationships were refined and tested through qualitative interviews in order to explore their relevance in the B2B professional relationship between the project managers and self-employed consulting engineers. As a result from the first phase, a conceptual model of shared values was developed. In the second phase, the conceptual model of the shared values developed from the first phase was explored and validated through the experience of the project managers and self-employed consulting engineers.