An application of interdependence theory to military medical research teams: Cultural noise, tradeoffs, and meaning

Research output: Contribution to journalArticle

Abstract

To better manage costs and effectiveness of a team or enterprise, the organizational sciences, social sciences and medical field are seeking new theory to transform teams and enterprises with computational models of complex social behavior that create “smart” systems. We have proposed to fulfill these calls with new theory, but ours is still under development. In a field application, we studied an electronic Institutional Review Board (eIRB) operating across a large complex of military medical scientists and researchers in Department of Defense (DoD) hospitals and clinics. As part of a field study of how the eIRB has transformed processes for DoD, we completed three comparable focus groups at a small and three focus groups at a large research site, one focus group of the eIRB's system managers, and one focus group of a competing eIRB operating in DoD (the latter group results are not reviewed at this time). We found tentative support for our theory: more noise (entropy) is being generated at the small site along with less research performed; cultural noise at both sites reflected an intransigence by sites to be transformed by adopting standardized forms; and the meaning of the findings differed between the small and large sites.

Original languageEnglish (US)
Pages (from-to)1-15
Number of pages15
JournalJournal of Enterprise Transformation
DOIs
StateAccepted/In press - Jan 29 2018

Fingerprint

Social sciences
Industry
Managers
Entropy
Military
Interdependence
Trade-offs
Focus groups
Medical research
Costs
Computational model
Field study
Underdevelopment

Keywords

  • cultural noise
  • interdependence
  • military medical research

ASJC Scopus subject areas

  • Control and Systems Engineering
  • Information Systems
  • Organizational Behavior and Human Resource Management
  • Management Science and Operations Research
  • Information Systems and Management

Cite this

@article{2b4c54aeadaf4d0db48be9d055ca9260,
title = "An application of interdependence theory to military medical research teams: Cultural noise, tradeoffs, and meaning",
abstract = "To better manage costs and effectiveness of a team or enterprise, the organizational sciences, social sciences and medical field are seeking new theory to transform teams and enterprises with computational models of complex social behavior that create “smart” systems. We have proposed to fulfill these calls with new theory, but ours is still under development. In a field application, we studied an electronic Institutional Review Board (eIRB) operating across a large complex of military medical scientists and researchers in Department of Defense (DoD) hospitals and clinics. As part of a field study of how the eIRB has transformed processes for DoD, we completed three comparable focus groups at a small and three focus groups at a large research site, one focus group of the eIRB's system managers, and one focus group of a competing eIRB operating in DoD (the latter group results are not reviewed at this time). We found tentative support for our theory: more noise (entropy) is being generated at the small site along with less research performed; cultural noise at both sites reflected an intransigence by sites to be transformed by adopting standardized forms; and the meaning of the findings differed between the small and large sites.",
keywords = "cultural noise, interdependence, military medical research",
author = "Lawless, {W. F.} and Joseph Wood and Stachura, {Maximillian Edward} and Wood, {Elena Astapova}",
year = "2018",
month = "1",
day = "29",
doi = "10.1080/19488289.2017.1419318",
language = "English (US)",
pages = "1--15",
journal = "Journal of Enterprise Transformation",
issn = "1948-8297",
publisher = "Taylor and Francis Ltd.",

}

TY - JOUR

T1 - An application of interdependence theory to military medical research teams

T2 - Cultural noise, tradeoffs, and meaning

AU - Lawless, W. F.

AU - Wood, Joseph

AU - Stachura, Maximillian Edward

AU - Wood, Elena Astapova

PY - 2018/1/29

Y1 - 2018/1/29

N2 - To better manage costs and effectiveness of a team or enterprise, the organizational sciences, social sciences and medical field are seeking new theory to transform teams and enterprises with computational models of complex social behavior that create “smart” systems. We have proposed to fulfill these calls with new theory, but ours is still under development. In a field application, we studied an electronic Institutional Review Board (eIRB) operating across a large complex of military medical scientists and researchers in Department of Defense (DoD) hospitals and clinics. As part of a field study of how the eIRB has transformed processes for DoD, we completed three comparable focus groups at a small and three focus groups at a large research site, one focus group of the eIRB's system managers, and one focus group of a competing eIRB operating in DoD (the latter group results are not reviewed at this time). We found tentative support for our theory: more noise (entropy) is being generated at the small site along with less research performed; cultural noise at both sites reflected an intransigence by sites to be transformed by adopting standardized forms; and the meaning of the findings differed between the small and large sites.

AB - To better manage costs and effectiveness of a team or enterprise, the organizational sciences, social sciences and medical field are seeking new theory to transform teams and enterprises with computational models of complex social behavior that create “smart” systems. We have proposed to fulfill these calls with new theory, but ours is still under development. In a field application, we studied an electronic Institutional Review Board (eIRB) operating across a large complex of military medical scientists and researchers in Department of Defense (DoD) hospitals and clinics. As part of a field study of how the eIRB has transformed processes for DoD, we completed three comparable focus groups at a small and three focus groups at a large research site, one focus group of the eIRB's system managers, and one focus group of a competing eIRB operating in DoD (the latter group results are not reviewed at this time). We found tentative support for our theory: more noise (entropy) is being generated at the small site along with less research performed; cultural noise at both sites reflected an intransigence by sites to be transformed by adopting standardized forms; and the meaning of the findings differed between the small and large sites.

KW - cultural noise

KW - interdependence

KW - military medical research

UR - http://www.scopus.com/inward/record.url?scp=85041179250&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85041179250&partnerID=8YFLogxK

U2 - 10.1080/19488289.2017.1419318

DO - 10.1080/19488289.2017.1419318

M3 - Article

AN - SCOPUS:85041179250

SP - 1

EP - 15

JO - Journal of Enterprise Transformation

JF - Journal of Enterprise Transformation

SN - 1948-8297

ER -