Joann Keyton

Approaches to understanding and measuring interdisciplinary scientific research (IDR): A review of the literature

Interdisciplinary scientific research (IDR) extends and challenges the study of science on a number of fronts, including creating output science and engineering (S&E) indicators. This literature review began with a narrow search for quantitative measures of the output of IDR that could contribute to indicators, but the authors expanded the scope of the review as it became clear that differing definitions, assessment tools, evaluation processes, and measures all shed light on different aspects of IDR. Key among these broader aspects is (a) the importance of incorporating the concept of knowledge integration, and (b) recognizing that integration can occur within a single mind as well as among a team. Existing output measures alone cannot adequately capture this process. Among the quantitative measures considered, bibliometrics (co-authorships, co-inventors, collaborations, references, citations and co-citations) are the most developed, but leave considerable gaps in understanding of the social dynamics that lead to knowledge integration. Emerging measures in network dynamics (particularly betweenness centrality and diversity), and entropy are promising as indicators, but their use requires sophisticated interpretations. Combinations of quantitative measures and qualitative assessments being applied within evaluation studies appear to reveal IDR processes but carry burdens of expense, intrusion, and lack of reproducibility year-upon-year. This review is a first step toward providing a more holistic view of measuring IDR, although research and development is needed before metrics can adequately reflect the actual phenomenon of IDR.

A Multi-Level Systems Perspective for the Science of Team Science

Understanding how teams function is vital because they are increasingly dominating the production of high-impact science. This Commentary describes recent research progress and professional developments in the study of scientific teamwork, an area of inquiry termed the “science of team science” (SciTS, pronounced “sahyts”). It proposes a systems perspective that incorporates a mixed-methods approach to SciTS that is commensurate with the conceptual, methodological, and translational complexities addressed within the SciTS field. The theoretically grounded and practically useful framework is intended to integrate existing and future lines of SciTS research to facilitate the field’s evolution as it addresses key challenges spanning macro, meso, and micro levels of analysis.

Advancing the Science of Team Science

The First Annual International Science of Team Science (SciTS) Conference was held in Chicago, IL April 22–24, 2010. This article presents a summary of the Conference proceedings. Clin Trans Sci 2010; Volume 3: 263–266.

Mapping a research agenda for the science of team science

An increase in cross-disciplinary, collaborative team science initiatives over the last few decades has spurred interest by multiple stakeholder groups in empirical research on scientific teams, giving rise to an emergent field referred to as the science of team science (SciTS). This study employed a collaborative team science concept-mapping evaluation methodology to develop a comprehensive research agenda for the SciTS field. Its integrative mixed-methods approach combined group process with statistical analysis to derive a conceptual framework that identifies research areas of team science and their relative importance to the emerging SciTS field. The findings from this concept-mapping project constitute a lever for moving SciTS forward at theoretical, empirical, and translational levels.

Perceived Facilitators and Inhibitors of Effectiveness in Organizational Work Teams

This study investigated the factors that members of organizational work teams believe facilitate and inhibit group performance effectiveness. This objective was pursued via two research questions: (1) What do group members identify as facilitative and inhibitive influences on group progress? and (2) Are these perceived factors associated with actual group effectiveness? The study found that compatible work schedules, motivated group members, adequate informational resources, competent group leadership, and organizational assistance were the factors that best distinguished volunteer-based, work-team effectiveness. The findings of this study suggest that management must pay attention to a variety of individual, group, and organizational factors in order to facilitate the progress and effectiveness of organizational work teams.

Evaluating Individual Group Member Satisfaction as a Situational Variable

Group member satisfaction has a long history in the study of group process. Conceptual and methodological problems have hampered the continued development of this construct. This article examines satisfaction of individual members in task groups and provides an alternative conceptualization and methodology for the construct. Grounded data illustrate the need to conceptualize satisfaction and dissatisfaction as separate constructs, not just polar opposites. Both of these then need to be examined as to their universal and situational impact on group process.

Redefining Cohesiveness in Groups.

This article reports a replication and extension of the work of Kelly and Duran in assessing the relationship of group member perceptions of group interaction to group effectiveness. Using their original and our alternative operations of group cohesion, we conclude that perceived similarity may not always align with perceptions of cohesiveness. The difficulties we report in measuring group constructs should encourage future group researchers to seek grounded explanations of the constructs of interests from members themselves.

Investigating Verbal Workplace Communication Behaviors

This two-part study with working adults examines which communication behaviors occur at work and how these communication behaviors are evaluated. Through an analysis of organizational communication publications (articles, organizational case studies, textbooks), the authors identified 343 communication behaviors; sorting analysis reduced this list to 163 verbal communication behaviors used in the workplace. In Study 1, using an online survey, 126 working adults identified which of these communication behaviors had been heard or observed the previous day in the workplace. Forty-four communication behaviors were identified by 50% or more of the participants, indicating their frequent use in the workplace. In Study 2, 331 working adults evaluated their effectiveness on the 44 verbal communication behaviors. Factor analysis reduced that list to 36 verbal workplace communication behaviors composed of four factors: information sharing, relational maintenance, expressing negative emotion, and organizing communication behaviors. The Workplace Communication Behavior Inventory is presented.

Organizational Storytelling: Metaphors for Relational Power and Identity Struggles

Storytelling is a familiar media entertainment strategy and is becoming better understood as a device for informing employees about their organizational cultures. Using narrative analysis, participant observation, and historical analysis, this case study explores how one television producer used storytelling to entertain television viewers and maintain control within her production organization. The script, especially of one episode, functioned as a communication device that reflected the producer’s view of the organization’s dynamics, expressed the organization’s belief system, and served as an internal storyteller. Superimposing the story-as-an-internalcontrol device over the story-as-audience-entertainment device illuminated underlying issues about organizational relationships and power distribution.

Perceiving Strategic Meeting Interaction

This study investigates how individuals perceive the message strategies of other team members and then explores how these perceptions are influenced by message function. Using a mixed-methods data collection, team interaction was coded using Baless Interaction Process Analysis (IPA). Following the meetings, retrospective interviews were conducted to capture perceptions of team member contributions to weekly team meetings. To assess perceptual similarities and differences, team member perceptions were then compared to the IPA codes of meeting interactions. Findings advance knowledge of communication in team meetings, specifically, how and why team members interpret the same interaction in different ways. Study results have implications for improving member communication in task-focused team meetings.