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The room where it happens: The impact of core and non-core roles on surgical team performance
Journal article   Open access   Peer reviewed

The room where it happens: The impact of core and non-core roles on surgical team performance

Manuel J Vaulont, Jennifer D Nahrgang, Margaret M Luciano, Lauren D'Innocenzo and Carolyn T Lofgren
Journal of applied psychology, v 106(11), pp 1767-1783
Nov 2021
DOI: https://doi.org/10.1037/apl0000835
PMID: 33090859
url
https://scholarsphere.psu.edu/resources/56f51d25-5b77-4678-b1d8-0ab826f9fe87View
SubmittedOpen Access (License Unspecified),  Open

Abstract

Group Processes Humans Patient Care Team Surgical Procedures, Operative United States
Research on team roles has demonstrated that the strategic core has a larger influence on team performance than non-core roles. Drawing on theories of shared cognition and the strategic core approach, we posit that not all shared experience within a team is equally impactful and examine how dyadic experience with the strategic core facilitates team performance. We further examine the extent to which task complexity and presence of the strategic core further influence this relationship. In this study, we examine surgical teams in which the surgeon occupies the core role. We analyze archival surgical data from 7,070 team performance episodes (i.e., surgeries) conducted at a large community hospital in the United States. We hypothesize and find that dyadic experience between core and non-core roles has a positive effect on team performance, which is stronger for less complex tasks. We then examine the assumption that the continuous presence of the strategic core is a necessary condition for team performance. We find support for a three-way interaction in which the positive effect of dyadic experience between core and non-core roles on team performance is weaker when task complexity is relatively higher and core presence is relatively lower. Our study highlights the importance of dyadic experience between core and non-core roles, especially for less complex tasks. Furthermore, our findings indicate that for more complex tasks, a team's core should be present. Additional implications and future directions are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

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10 citations in Web of Science
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Collaboration types
Domestic collaboration
Web of Science research areas
Management
Psychology, Applied
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