1. This project has received funding from the European Union’s Seventh Programme for Research, Technological Development and Demonstration under Grant Agreement No 312691 Peter Nielsen Aalborg University Team learning and wellbeing in Danish workplaces

2. www.inclusivegrowth.be Aim of study Teams seem to have survived among new organization forms and new emerging sectors Focus on team work from the employee angle Does team configuration and work conditions matter for economic and social performance? –How has teamwork developed and spread in private and public workplaces? –Are team configuration together with work conditions driver of collective learning and innovative behavior? –Does team configuration together with work conditions, learning and innovation have influence on individual wellbeing? Data: The Danish Meadow survey – Employee data (n=3362)

3. www.inclusivegrowth.be Analytical approach Analytical perspective on team configuration approached as dimensions seen from employee angle: –Extension of work time in team –Autonomy of decisions in team –Cross-discipline in teamwork How are the team configuration dimensions related to work conditions such as perceived: –performance pressure –collegial support What are the effects of team configuration and work condition on collective learning and innovative behavior (economic performance)? What are the effects of team configuration, work condition and economic performance on wellbeing (social performance)?

4. www.inclusivegrowth.be Framework 4 Team configuration -Extension -Autonomy -Cross discipline Team configuration -Extension -Autonomy -Cross discipline Work conditions -Performance pressure -Collegial support Work conditions -Performance pressure -Collegial support Employee economic performance -Learning -Innovative behavior Employee economic performance -Learning -Innovative behavior Employee social performance -Well being Employee social performance -Well being

5. www.inclusivegrowth.be Extension of teamwork - work time spend in teams Increasing shares of employees work in teams more than 50% of the work time, but also teamwork up to 50% of work time is increasing Change between teamwork and individual work enhances organizational flexibility For the employee change between teamwork and individual work demands both independent and collaborative competences

6. www.inclusivegrowth.be Autonomy of teamwork - influence on coordination and allocation of tasks Influence varies from self management to operational decision-making Less than 20% can elect their team leader. 86% can decide how work is carried out Setting work goals and allocating work among team members are frequently part of the autonomy Autonomy challenges external coordination and internal psychodynamics

7. www.inclusivegrowth.be Cross discipline in teamwork - members from other professions or from own and other professions Cross discipline facilitate new ways of thinking and innovative solutions It also challenges agreement of common denominator of different professional paradigms More than half of the team members work in cross disciplinary patterns, most common with own and other professions in the team Cross discipline in teams is slightly educational biased: Further educated has the highest proportion, unskilled the lowest

8. www.inclusivegrowth.be Work conditions: performance pressure and collegial support How are configuration dimensions (extension, autonomy and cross-discipline) related to performance pressure? –Teamwork mean slightly higher chances of tight deadlines –Autonomy in teamwork mean lower chances of tight deadlines –Cross discipline are most exposed to management deadlines How are team members able to cope with challenges of performance pressure? –Strong relation between extension of teamwork and collegial support –Team autonomy have a positive relation to collegial support –Cross-discipline with other professions mean lower chances of collegial support

9. www.inclusivegrowth.be Team learning and innovative behavior What are the effects of configuration and work condition dimensions on economic performance: –Collective learning Levels of autonomy have positive increasing effects on learning Cross discipline with own and other professions has positive effects on learning Tight deadlines have strongest positive effects on learning –Innovative behavior Levels of autonomy have positive increasing effects on innovative behavior Cross discipline has positive effects – strongest with other professions Collegial support have moderate negative effect Collective learning have by far the strongest effect on innovative behavior

10. www.inclusivegrowth.be Team configuration, work conditions and individual wellbeing What are the effects of team configuration and work condition dimensions together with collective learning and innovative behavior on wellbeing? Wellbeing: scale developed at Institute of Work and Psychology (Warr & Parker 2008) –Highest level of team autonomy has positive effects on wellbeing –Cross discipline with other professions has negative effects on wellbeing –External performance pressure has negative effect on wellbeing –Collegial support has the strongest effect on wellbeing –Collegial learning and innovative behavior have no significant effect on wellbeing

11. TÁRKI Social Research Institute Inc. (HU) Amsterdam Institute for Advanced labour Studies, Universiteit van Amsterdam (NL) The Swedish Institute for Social Research, Stockholms Universitet (SE) Fachbereich IV, Wirtschafts- und Sozialstatistik, Universität Trier (DE) Centre d’Etudis Demogràfics, Campus de la Universitat Autònoma de Barcelona (ES) Centre d’Etudes de Population, de Pauvreté et de Politiques Socio-Economiques (LU) Centre for Social Policy, Universiteit Antwerpen (BE) Institute for Social & Economic Research, University of Essex (UK) Bremen International Graduate School of Social Sciences, Universität Bremen (DE) Department of Dynamics of Organisations of Work, Centre d’Etudes de l’Emploi (FR) The Centre for European Policy Studies (BE) Dipartimento di Economica e Menagement, Università di Pisa (IT) Social Statistics Division, University of Southampton (UK) Luxembourg Income Study, asbl (LU) WageIndicator Foundation (NL) School of Social Sciences, The University of Manchester (UK) Partners Co-ordinator Inclusive Growth Research Infrastructure Diffusion Contract No 312691 For further information about the InGRID project, please contact inclusive.growth@kuleuven.be www.inclusivegrowth.be p/a HIVA – Research Institute for Work and Society Parkstraat 47 box 5300 3000 Leuven Belgium Guy Van Gyes Monique Ramioul InGRID Danish Meadow employee survey