The Impact of Interdisciplinary Teams on Organizational Relationships

Dados Bibliográficos

ID2275765
AutoresLincoln J Fry (Camarillo Neuropsychiatric Institute Research Program (U.C.L.A.)), Jon Miller (University of Virginia), Jon P Miller (University of Virginia)
Ano1974
Volume15
Fascículo3
Páginas417-431
Data de publicação1974-06-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoSociological Quarterly (JOURNAL)
Identificadores do periódicoISSN: 0038-0253 • E-ISSN: 1533-8525
EditoraInforma UK Limited (PUBLISHER • GB)
DOI10.1111/j.1533-8525.1974.tb00903.x
OpenAlexW2057490618
IdiomaEN
Citações recebidas6
Referências citadas14

Based upon research in an alcoholism treatment organization, the study explores the impact of interdisciplinary team treatment on organizational participants and structure. The findings suggest that alternate organizational arrangements are necessary for organizations which use the team method. The implications of team treatment for professionals were confounded because of power relationships within the organization. Role bargaining between professionals was observed to be virtually non-existent because of the dominance of a single discipline. A surprising finding was the extent to which supervisory personnel were disadvantaged in the study. Caution is suggested for those organizations most likely to adopt the team method, large public health organizations

Disadvantaged · Dominance (genetics) · Knowledge management · Organization development · Organizational Effectiveness · Organizational learning · Organizational structure · Political science · Public relations · Team effectiveness · Health Policy Implementation Science · Interprofessional Education and Collaboration · Psychology