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Title: Does training managers enhance the effects of implementing team-working? A longitudinal, mixed methods field study
Authors: Nielsen, Karina
Randall, Raymond
Christensen, Karl B.
Keywords: Job redesign
Manager training
Issue Date: 2010
Publisher: SAGE (© the authors)
Citation: NIELSEN, K., RANDALL, R. and CHRISTENSEN, K.B., 2010. Does training managers enhance the effects of implementing team-working? A longitudinal, mixed methods field study. Human Relations, 63 (11), pp. 1719-1742.
Abstract: The introduction of teamworking often has positive effects on team members but places significant new demands on managers. Unfortunately, little research has examined whether the impact of the intervention may be enhanced by providing managers with training during the change process. To test this possibility we carried out a longitudinal intervention study (with a ‘no training’ comparison group) in a part of the Danish the elderly care sector that was implementing teamwork. Kirkpatrick’s training evaluation model was used to examine the effects of training team managers in issues such as teamwork, transformational leadership and change management on the outcomes of team implementation. We used a combination of quantitative and qualitative research methods to isolate the impact of manager training on the success of the teamwork intervention. The results identified some significant, but modest, incremental positive effects that could be attributed to the manager training. The results also showed that significant organizational changes during the intervention had an impact on both the team intervention and the transfer of manager training.
Description: The published version of this article is available at: http://dx.doi.org/10.1177/0018726710365004. The version available to be downloaded from this Institutional Repository has the following title: Does training managers enhance the effects of implementing teamworking? A longitudinal, mixed methods field study.
Sponsor: This research was funded by the Danish Working Environment Research Fund grant number 16-2004-09.
Version: Accepted for publication
DOI: 10.1177/0018726710365004
URI: https://dspace.lboro.ac.uk/2134/15230
Publisher Link: http://dx.doi.org/10.1177/0018726710365004
ISSN: 0018-7267
Appears in Collections:Published Articles (Business School)

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