石油野外施工作业OSH、HSE管理

长庆钻井野外施工作业队伍依据OSH，HSE管理体系的基本要求和国际通用做法，吸取与壳牌公司在长北区块的合作经验。学习国际上杜邦，阿莫科等石油公司的HSE合作案卷，翻阅了苏丹中国项目组HSE例卷，结合长庆钻井的实际情况。在野外施工作业队伍实施OSH，HSE管理，创新了17项管理技术。提升了作业队伍现场管理水平，步入与国际惯例接轨的行列，提高了经济效益。     

复杂工业系统中班组人因失误分析

在复杂工业系统中 ,人因可靠性分析 (HRA)是预防和减少人因失误的有效方法。人在复杂工业系统中的生产活动 ,往往是由组织中班组成员集体完成的 ,完整的HRA必须充分考虑班组人误的产生。班组人误的产生有其自身的规律 ,如何合理地定义人员行为形成因子 (PSFs)是班组人因失误分析的难点 ,也是班组人因失误分析的重要手段 ,被广泛应用在核电厂 ,航空和造船工业领域的事故分析中。笔者详细分析和探讨了班组人因失误的定义、产生过程及相关的人的行为形成因子 ,以期能使大规模工业系统中的人因失误分析更加合理和完善。     

Time perspective balance and team adaptation in dynamic task contexts

The concept of time perspective balance has attracted increased attention from scholars in the past decade, reflected in published evidence suggesting positive outcomes ranging from enhanced mood to life satisfaction for those individuals possessing balance among their past, present, and future time perspectives, and assumedly able to shift their time perspective to match situational demands. In this paper, we consider the notion of time perspective balance in an organizational setting within which much consequential adaptation often occurs—the team environment—and explore different configurations of time perspective balance in teams facing dynamic task contexts. Drawing from work on situational awareness, we first consider the mechanism by which time perspective balance likely influences individual adaptation in dynamic task-focused situations. Next, we postulate what types of team configurations—ones with more balanced time perspective uniformity or ones with more time perspective variety—might be more appropriate in dynamic contexts given key team conditions. We illustrate our analysis with examples from healthcare team settings and offer ideas for future research.     

The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams

To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U‐shaped effect on TCEs. We study the moderating effects of team leader prior experience and team leader team‐specific experience on the association between team familiarity and TCEs. We use panel data on teams from the National Basketball Association to test the hypotheses. Our findings support the U‐shaped relationship between team familiarity and TCEs and the moderating effect of team leader team‐specific experience on this relationship. The paper advances research on errors in organizations by analyzing the antecedents of TCEs, so far an underexplored empirical phenomenon. Moreover, it contributes to research on coordination in teams by empirically examining the interplay between formal and informal coordination mechanisms. Copyright © 2015 John Wiley & Sons, Ltd.     

Influencing diversity beliefs through a personal testimonial,promotion-focused approach

Although researchers have highlighted the importance of diversity beliefs (i.e., team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus toward diversity and personal testimonial (compared with factual) knowledge. Results from an experiment conducted with 175 teams revealed that both a promotion focus and personal testimonial knowledge independently contributed to more positive diversity beliefs and consequently increased team elaboration of task-relevant information as well as integration of different perspectives. Our results reveal key factors that can influence diversity beliefs and underscore the pivotal role of diversity beliefs in improving the extent to which team members elaborate information and integrate diverse perspectives.     

辅助矿山救护队的建设工作应该加强

在现代煤矿里，灾害和事故仍然是不可避免的。采取减小组织内成员的自由度来强化专业救灾机构的整体功能固然重要，但非专业化的辅助矿山救护队的建设工作更应加强。因为他们亲临现场，熟悉灾情，又处于救灾的黄金时间里。因此，对是否酿成灾害和灾害中损失的控制问题，辅助矿山救护队有更多的优势。     

A multilevel investigation of predictors and outcomes of shared leadership

For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross-sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

应对大型油罐特大火灾的研究——LASTFIRE项目组简介

简要介绍了LASTFIRE项目组的成立背景、组织结构、研究领域、研究目的、研究思路、研究进展等内容,总结了该项目组近几年的研究成果,指出我国的相关企业或研究机构应积极参与这种国际研究组织,实现研究国外资源共享,共同提高大型储罐的安全技术和管理水平。     

Human capital diversity in the creation of social capital for team creativity

We highlight the social aspects of team creativity by proposing that team creativity is influenced by two types of team social capital: bridging and bonding social capital. Going beyond the structural perspective, we posit that team‐level human capital diversity is one of the potential antecedents of social capital for team creativity. We suggest that network structures are formed by teammates' interactions, which are largely the result of differences in their individual characteristics. The results of an empirical study using 36 teams of MBA students showed that the interaction of team‐bridging social capital with team‐bonding social capital was positively and significantly related to team creativity. Knowledge variety and knowledge disparity had a joint effect on team‐bridging social capital, and knowledge separation was negatively related to team‐bonding social capital. Moreover, team social capital mediated the effects of knowledge diversity on team creativity. Our study has several important implications for team creativity, social networks, and diversity research. Copyright © 2013 John Wiley & Sons, Ltd.