- Research article
- Open Access
- Open Peer Review
Factors predicting team climate, and its relationship with quality of care in general practice
© Goh et al; licensee BioMed Central Ltd. 2009
- Received: 15 December 2008
- Accepted: 4 August 2009
- Published: 4 August 2009
Quality of care in general practice may be affected by the team climate perceived by its health and non-health professionals. Better team working is thought to lead to higher effectiveness and quality of care. However, there is limited evidence available on what affects team functioning and its relationship with quality of care in general practice. This study aimed to explore individual and practice factors that were associated with team climate, and to explore the relationship between team climate and quality of care.
Cross sectional survey of a convenience sample of 14 general practices and their staff in South Tyneside in the northeast of England. Team climate was measured using the short version of Team Climate Inventory (TCI) questionnaire. Practice characteristics were collected during a structured interview with practice managers. Quality was measured using the practice Quality and Outcome Framework (QOF) scores.
General Practitioners (GP) had a higher team climate scores compared to other professionals. Individual's gender and tenure, and number of GPs in the practice were significantly predictors of a higher team climate. There was no significant correlation between mean practice team climate scores (or subscales) with QOF scores.
The absence of a relationship between a measure of team climate and quality of care in this exploratory study may be due to a number of methodological problems. Further research is required to explore how to best measure team functioning and its relationship with quality of care.
- General Practitioner
- List Size
- Primary Care Team
- Primary Care Trust
- Practice Level
Quality of care in general practice is of interest to decision makers and the general public [1–4]. Ferlie and Shortell suggest that care provision and its improvement could be considered at four levels: system, organisation, team and individuals . As much of the clinical care delivered in primary care in the UK is provided by the general practice team [6–8], the question of whether or not how such teams function and their approach to collaborative working influences the quality of care that patients receive is of interest [9–11].
Two decades ago, Bond et al (1985) identified a lack of multidisciplinary collaboration in primary care teams . Subsequent studies have suggested that primary care team have significantly lower team scores compared to teams in other services and industries [13, 14]. Various factors were thought to act as facilitators or barriers to effective team work as reported in a recent literature review . Its thematic analysis of literature suggests that premises, team size and composition, organisational support, team meetings, clear goals and objectives, and audit were related to interprofessional team working in primary care . Barriers to effective team work can be viewed at different levels including the organisation and the practice levels. In primary care there are a wide range of team members who may have their own goals and priorities. They come from disciplines that have differing philosophies [16–18]. Thus, professional sub-groups may have distinct views about the team and team working.
The theoretical framework for studying team processes is predominated by the Input-Mediator-Outcome (IMO) model which suggests complex, dynamic and nonlinear states with cyclical feedbacks [9, 19, 20]. The Inputs describe the organisational context within which the team operates, and includes the team context and the characteristics of its individual professionals; the skill-mix of the teams. Mediators are the interactions of the team and its environment emerging states and Outcomes are the end result of the team's action, the performance and quality of the team outcome that can be assessed through various criteria [19, 21].
In the UK, general practices have received performance-linked reimbursement under the Quality and Outcomes Framework since 2004. The revised 2006/07 framework is comprised of indicators of: clinical care across 19 conditions; practice organisation; patient experience; additional services; and holistic care. Within each of these areas points are scored for achieving specified indicators. With a total of 1000 points, 655 are awarded to clinical care and 345 to all of the other areas . The process of data collection also allows the calculation of practice specific disease prevalence. Previous work has examined the relationship between general practice characteristics and quality of care as measured by the Quality and Outcome Framework (QOF) . Social deprivation was found to be an independent predictor for lower quality of primary care, whilst being a training or a larger group practices predict higher quality .
Team climate can be measured by using the Team Climate Inventory (TCI), was developed by Anderson and West for measuring innovation in teams [24, 25]. The TCI has been validated and applied in a variety of settings, including primary and secondary care [24–28]. It has four sub-scales: (1) 'Vision' which represents the team members' perceived clarity, sharedness and attainability of the team's objectives; (2) 'Participative safety' as members' psychological safety and participation in information sharing and decision making; (3) 'Task orientation' as members' reflection on appraisal, feedback and performance monitoring of work; and (4) 'Support for innovation' measures the perceived help in applying of new ideas and improvement .
Anderson and West used the criteria 'proximal work group' in the analysis of shared perception of team climate. The work group can be the 'permanent or semi-permanent team to which individuals are assigned, whom they identify with, and whom they interact with regularly in order to perform work-related task' . Effectively this shared perception prompts the individuals to interact, to work collectively towards particular shared goals, and to develop to some extent a common understanding and norms of practice .
A systematic review of literature on the use of the TCI in UK primary care settings showed that previous studies on team climate and effectiveness used teams nominated through a local team organising team building workshops and used self-reported effectiveness (Goh T, Eccles M: Team climate and quality of care in primary health care: a review of studies using Team Climate Inventory in the United Kingdom, Submitted) . Two other studies used general practice based teams and suggested that higher team climate scores were significantly associated with better management of certain chronic conditions and higher patient self-reported satisfaction [30, 31]. However this was not repeated in a subsequent study by the same group .
This study aimed to identify individual and practice level correlates of team climate as measured by the Team Climate Inventory (TCI), and to explore the relationship between the TCI and quality of care as measured by QOF scores.
Setting and participants
The study took place between May and July 2008. All 29 general practices serving the South Tyneside Primary Care Trust (PCT) in the northeast of England were approached to participate. These practices provide a full range of primary care services, each to a registered population (approx 1700 patients per full time general practitioner). They are financially contracted to the PCT and they perform a gatekeeper function in terms of access to secondary care.
Practice level consent was obtained to approach individuals, and all staff employed or attached to the practice were invited to participate in the study. The types of staff included were general practitioners (GP), practice nurses (PN), administrative staff (including practice managers, secretaries, and receptionists), community nurses (including district nurses, health visitors), and other professionals (including counsellors, midwives, practice pharmacists, physiotherapists, podiatrist etc). Temporary or trainee staff such as GP registrars and trainee receptionists was excluded.
Items on the TCI short version (modified from Kivimaki et al 2007 )
How far are you in agreement with the objectives of your practice?
To what extent do you think the objectives of your practice are clearly understood by other members of the practice?
To what extent do you think the objectives of your practice can actually be achieved?
How worthwhile do you think these objectives are to the practice?
We have a "we are in it together" attitude
People keep each other informed about work related issues in the practice
People feel understood and accepted by each other
There are real attempts to share information throughout the practice
Are members of your practice prepared to question the basis of what the practice is doing?
Does the practice critically appraise potential weaknesses in what it is doing to achieve the best possible outcome?
Do members of the practice build on each other's ideas to achieve the best possible outcome?
People in this practice are always searching for fresh, new ways of looking at problems.
Support for innovation
In this practice we take the time needed to develop new ideas.
People in the practice cooperate to help develop and apply new ideas.
In order to assess whether levels of agreement within practices were acceptable, for each practice, for each subscale of the TCI, we calculated a measure of inter-rater agreement (rwg(j)) [34, 35] assuming a uniform null distribution, using SPSS . The QOF scores of participating and non-participating practices were compared using independent sample t-tests.
The association between respondents' perceptions of team climate and indicators of good quality of care was assessed using Pearson product moment correlation coefficients; the mean TCI scores (both total scores and sub-domain scores) for each practice were correlated with the practice QOF scores.
Regression analysis was used to identify individual and practice level factors that were associated with the respondents' perception of team climate. This was done by using the 'xtreg' procedure in Stata  to fit a mixed effects model; the respondent's TCI score was included as the dependent variable, the individual or practice level characteristic was included as a fixed effect and variation between practices and variation between respondents within practices were modelled as random effects. Factors that were significant (alpha level 0.05) were then included in a multiple regression analysis to explore their relative contribution in explaining the observed variation in TCI scores. This was done using the mixed effects models approach described above. Initially all identified factors were included simultaneously as fixed effects. The factors were then excluded one at a time to assess the importance of that factor given the inclusion of all the other factors in the model; this was achieved by comparing changes in -2 log likelihood with the percentage points of the appropriate chi-squared distribution.
The study received ethics approval from the Newcastle and North Tyneside 2 Research Ethics Committee (08/H0907/35).
Description of general practices and non-participatory analysis
Practice staff approached: response rates and demographic data.
Response rate (%)
Practice response rate (% (range))
Mean age* (years)
Mean tenure* (years)
Amongst the 249 participants included in the analysis, 140 were health professionals including 49 GPs (21 female and 28 male GPs), and 109 were non-health professionals including 14 practice managers.
Characteristics of participating and non-participating practices.
(N = 14)
Non-participating practice (N = 15)
Practice list size
Total number of staff
Number of Partners
Number of Salaried GPs
Salaried GP sessions/week
Total TCI scores
Support for innovation
Diabetes mellitus (%)
Heart failure (%)
Team climate and individual and practice characteristics
Inter-rater agreement (rwg(j, IRA) and intra-class correlation coefficient.
All TCI items
Support for innovation
Correlation between mean practice TCI scores and QOF scores (N = 14).
Practice mean scores
Support for Innovation
Total TCI scores
Support for Innovation
Practice mean total QOF score
Mean scores for total TCI and subscales by professional subgroups.
Support for Innovation
Total (n = 249)
General Practitioners (n = 49)
Practice nurses (n = 33)
Admin staff (n = 109)
Community nurses (n = 25)
Others (n = 32)
Regression analysis: effect of each predictor on TCI score (n = 249)
Predictors measured at the level of the individual
Sessions (per week)
Predictors measured at the level of the practice
Constant (≤ 3500)
Number of General Practitioners*
(1 or 2)
6 or more
Number of Practice Nurses
(1 or 2)
5 or more
Number of Admin staff
Number of Staff
Constant (partners only)
Constant (general clinic)
Step ladder cdm clinic
Multiple regression: effect of each factor on TCI total score.
Predictor (reference category)
Test of predictor‡
Professional groups (GP)
Practice list size (≤ 3500)
Number of GPs (1 or 2)
6 or more
Similarly the estimated differences between GPs and the other professional groups based on the multiple regression analysis (differences ranged from 1.6 to 5.4) were smaller in those obtained when professional group was the only explanatory variable in the model (differences ranged from 3.3 to 7.7). These differences were primarily due to the difference between female GPs and respondents in the other professional groups. Further regression analysis suggested that a more parsimonious model would include gender and either tenure or a single dummy variable contrasting GPs with other respondents with little to chose between these non-nested models.
The number of GPs in a practice is correlated with list size. Of these two variables the multiple regression indicates that the number of GPs was probably the more important predictor of total TCI score. With this variable included the overall effect of list size was significant only at the 10% level. The effects of each of these variables were similar to those observed in the initial regression analyses. The lowest TCI scores were observed from respondents from a practice with a list size of between 3501 and 7000, and from respondents in practices with three to five GPs.
Relationship between TCI and QOF
There was no relationship between practice mean team climate scores and QOF scores (Table 5). Correlations between practice mean team climate scores and QOF clinical domains are shown in Additional File 1.
This study explores (1) factors correlated with team climate in general practice, and (2) the relationship between team climate and quality of care in general practice. We used the short version of TCI to measure team climate, and QOF scores as our quality outcome. We found that being male, a GP, of longer tenure in a practice and practice size (list size and number of GPs) were all significantly correlated with team climate scores. However, we found no relationship between TCI scores and QOF scores. This is consistent with our earlier review of literature which found limited evidence supporting a direct relationship between team climate and quality of care in primary care (Goh T, Eccles M: Team climate and quality of care in primary health care: a review of studies using Team Climate Inventory in the United Kingdom, Submitted) .
General practitioners reported higher team scores compared to "other professional roles" within general practice. This agrees with previous studies that highlighted professional differences in ownership, disciplines' philosophies and training. The status of team members can affect participation and decision making hence the team climate [15, 39, 40]. Contractual changes in primary care could also have an impact on the team working between staff within and beyond the usual boundary of 'the practice'. Staff who had worked longer in a practice had slightly higher team climate scores. It has been reported that teams with higher stability were found to be more effective [9, 15, 41]. However, it is not clear if there is an optimal duration after which an individual integrates into a team. We do not have a ready explanation for why male respondents had higher team scores compared to female
As in previous studies [29, 39, 40] our findings suggest smaller practices had higher team climate. However, it is uncertain whether smaller practices with higher team climate in our sample actually provide better quality of care compare to medium size practices. The larger practices in our sample were more likely to be training practices. Historically, these larger practices had also been "fund-holding" practices and were thought to be more innovative. In contrast to previous studies  we did not find higher team climate for practices which had more meetings.
While two previous studies have suggested an association between team climate and team effectiveness and also quality of care [29, 31], we were unable to find significant relationship between team climate and QOF scores, a similar finding to studies in the UK  and the Netherlands . The TCI was originally developed to measure team innovation, but has subsequently been used by others to predict outcomes other than innovation including intention to leave, satisfaction, sick leave, and team effectiveness [42–45]. As argued by Bosch et al , the type of outcome measure could affect the search of an association with quality of care. In addition there was not a large amount of variation in our measure of quality (QOF scores). This raise the possibility that whilst it could be an appropriate measure, there was insufficient variation for it to discriminate in the current study.
There are some limitations to this study. We used convenience sample of 14 practices which limits the generalisability of our findings. The practices were within a single PCT within one geographical area and had similar population characteristics and arrangements of community and secondary services. Because of the exploratory nature of this work we were only able to recruit a fairly small number of practices. With only 14 practices we had adequate power (80%) to detect only large associations (equivalent to an effect size of 0.65) between the TCI and our measures of quality. This section of the results where we have analysed summary statistics for each practice should be treated with caution as we may have failed to detect small but potentially important associations.
We analysed the association between team climate and QOF using data from 2006/07; whilst it was the most recent available data it predated the survey. There are criticisms of using QOF as a measure of quality of care because of its ceiling effects (as noted earlier), and whether it is an appropriate measure of quality of care as it is also a tool for performance payment. However, it is the only data publicly available in the UK general practice.
The TCI has the major advantage of being a validated instrument that can be, and has been, used in an "off the shelf" way to explore attributes of care in general practice. However, across a number of studies [31, 32, 38] it has not been found to have a consistent relationship with measures of quality. Given the measure's purpose this is perhaps surprising as it would be reasonable to assume that high scoring on at least three of the four subscales (vision, task orientation, support for innovation) might make the delivery of high quality care more likely. The previous studies have been compromised by study size, included individuals or team size (Goh T, Eccles M: Team climate and quality of care in primary health care: a review of studies using Team Climate Inventory in the United Kingdom, Submitted). The role of the TCI in assessing quality of care, in the UK NHS at least, should be evaluated in large study of large teams. Future study should also explore the use of other instruments compare to TCI and measurement of changes in quality of care.
We found no relationship between team climate and quality of care in general practice. Gender, tenure, and number of GPs in the practice were found to be significantly correlated with team climate scores. Practices with smaller list size and number of GPs appeared to have higher team climate. Further larger studies with more complex design and using different instruments to measure dynamic processes are needed to explore the relationship between team functioning and quality of care. A number of methodological challenges need to be answered.
We would like to thank Professor Colin Bradshaw and Susan Hrisos for valuable advice on the planning of the study; South Tyneside Primary Care Trust for sponsoring this study; NHS Northern Deanery for funding the GP registrar academic/research training post (TG); Central Surgery, South Shields for hosting the training post; Jan Legge for administrative support of the project.
- Khunti K: Quality of clinical care in general practice. Qual Saf Health Care. 2001, 10 (3): 132-133. 10.1136/qhc.0100132...View ArticleGoogle Scholar
- Seddon ME, Marshall MN, Campbell SM, Roland MO: Systematic review of studies of quality of clinical care in general practice in the UK, Australia and New Zealand. Qual Saf Health Care. 2001, 10 (3): 152-158. 10.1136/qhc.0100152...View ArticleGoogle Scholar
- Baker R, Wensing M, Gibis B: Improving the quality and performance of primary care. Primary care in the driver's seat? Organizational reforms in European primary care. Edited by: Saltman R, Rico A, Boerma W. 2006, Buckingham: Open University PressGoogle Scholar
- Donabedian A: The quality of care. How can it be assessed?. Journal of the American Medical Association. 1988, 260 (12): 1743-1748. 10.1001/jama.260.12.1743.View ArticlePubMedGoogle Scholar
- Ferlie EB, Shortell SM: Improving the Quality of Health Care in the United Kingdom and the United States: A Framework for Change. The Milbank Quarterly. 2001, 79 (2): 281-315. 10.1111/1468-0009.00206.View ArticlePubMedPubMed CentralGoogle Scholar
- van Weel C: Teamwork. Lancet. 1994, 344: 1276-1279. 10.1016/S0140-6736(94)90756-0.View ArticlePubMedGoogle Scholar
- RCGP: The primary care practice and its team. RGCP Information Sheet. London. 2007Google Scholar
- Pearson P, Jones K: The primary health care non-team?. BMJ. 1994, 309 (6966): 1387-1388.View ArticlePubMedPubMed CentralGoogle Scholar
- Borrill C, West MA, Shapiro D, Rees A: Team working and effectiveness in health care. British Journal of Health Care Management. 2000, 6 (8): 364-371. 10.1046/j.1365-2648.1993.18060918.x.View ArticleGoogle Scholar
- Borrill CS, Carletta J, Carter AJ, Dawson JF, Garrod S, Rees A, Richards A, Shapiro D, West MA: The Effectiveness of Health Care Teams in the National Health Service. 2001, Birmingham: Aston Centre for Health Service Organisation Research, Aston Business School, Aston University, 363.Google Scholar
- Poulton BC, West MA: Effective multidisciplinary teamwork in primary health care. Journal of Advanced Nursing. 1993, 18 (6): 918-925. 10.1046/j.1365-2648.1993.18060918.x.View ArticlePubMedGoogle Scholar
- Bond J, Cartilidge AM, Gregson BA, Philips PR, Bolam M, Gill KM: A study of interprofessional collaboration in primary health care organisations. 1985, Newcastle-upon-Tyne: Health Care Research Unit, University of Newcastle-upon-Tyne, 27 (2).Google Scholar
- West MA, Poulton BC: A failure of function: teamwork in primary health care. J Interprofessional Care. 1997, 11 (2): 205-216. 10.3109/13561829909025532.View ArticleGoogle Scholar
- Williams G, Laugani P: Analysis of teamwork in an NHS community trust: An empirical study. J Interprofessional Care. 1999, 13: 19-28. 10.1016/j.ijnurstu.2007.01.015.View ArticleGoogle Scholar
- Xyrichis A, Lowton K: What fosters or prevents interprofessional teamworking in primary and community care? A literature review. International Journal of Nursing Studies. 2008, 45 (1): 140-153. 10.1046/j.1365-2648.1994.20020324.x.View ArticlePubMedGoogle Scholar
- Rose Wiles JR: Teamwork in primary care: the views and experiences of nurses, midwives and health visitors. Journal of Advanced Nursing. 1994, 20 (2): 324-330. 10.1093/pubmed/22.2.211.View ArticleGoogle Scholar
- Lucas K, Bickler G: Altogether now? Professional differences in the priorities of primary care groups. J Public Health. 2000, 22 (2): 211-215. 10.1080/13561820500053454.View ArticleGoogle Scholar
- Shaw A, de Lusignan S, Rowlands G: Do primary care professionals work as a team: A qualitative study. Journal of Interprofessional Care. 2005, 19 (4): 396-405. 10.1177/0149206308316061.View ArticlePubMedGoogle Scholar
- Mathieu J, Maynard MT, Rapp T, Gilson L: Team Effectiveness 1997–2007: A Review of Recent Advancements and a Glimpse Into the Future. Journal of Management. 2008, 34 (3): 410-476. 10.1146/annurev.psych.56.091103.070250.View ArticleGoogle Scholar
- Ilgen DR, Hollenbeck JR, Johnson M, Jundt D: TEAMS IN ORGANIZATIONS: From Input-Process-Output Models to IMOI Models. Annual Review of Psychology. 2005, 56 (1): 517-543. 10.1146/annurev.psych.56.091103.070250.View ArticlePubMedGoogle Scholar
- Campbell SM, Roland MO, Buetow SA: Defining quality of care. Social Science & Medicine. 2000, 51 (11): 1611-1625. 10.1016/S0277-9536(00)00057-5.View ArticleGoogle Scholar
- The NHS Information Centre: QOF 2006/07 frequently asked questions. [http://www.ic.nhs.uk/statistics-and-data-collections/supporting-information/audits-and-performance/the-quality-and-outcomes-framework/qof-2006/07/qof-2006-07-frequently-asked-questions]
- Ashworth M, Amstrong D: The relationship between general practice characteristics and quality of care: a national survey of quality indicators used in the UK Quality and Outcomes Framework, 2004–5. BMC Family Practice. 2006, 7: 68-10.1186/1471-2296-7-68.View ArticlePubMedPubMed CentralGoogle Scholar
- Anderson N, West MA: Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of Organizational Behavior. 1998, 19 (3): 235-258. 10.1002/(SICI)1099-1379(199805)19:3<235::AID-JOB837>3.0.CO;2-C.View ArticleGoogle Scholar
- Anderson N, West MA: The Team Climate Inventory: Development of the TCI and its Applications in Teambuilding for Innovativeness. European Journal of Work & Organizational Psychology. 1996, 5 (1): 53-66. 10.1080/13594329608414840.View ArticleGoogle Scholar
- Kivimaki M, Elovainio M: Short research note: A short version of the Team Climate Inventory: Development and psychometric properties. Journal of Occupational and Organizational Psychology. 1999, 72: 241-246. 10.1348/096317999166644.View ArticleGoogle Scholar
- Kivimaki M, Kuk G, Elovianio M, Thomson L, Kalliomaki-Levanto T, Heikkila A: The Team Climate Inventory (TCI) four or five factors? Testing the structure of TCI in samples of low and high complexity jobs. Journal of Occupational & Organizational Psychology. 1997, 70 (4): 375-389.View ArticleGoogle Scholar
- Elovainio M, Marjukka , Sinervo T, Kivimaki M, Eccles M, Kahan J: Effects of job characteristics, team climate, and attitudes towards clinical guidelines. Scandinavian Journal of Public Health. 2000, 28 (2): 117-122.View ArticlePubMedGoogle Scholar
- Poulton BC, West MA: The determinants of effectiveness in primary health care teams. J Interprofessional Care. 1999, 13: 7-18. 10.3109/13561829909025531.View ArticleGoogle Scholar
- Campbell SM, Hann M, Hacker J, Burns C, Oliver D, Thapar A, Mead N, Safran DG, Roland MO: Identifying predictors of high quality care in English general practice: observational study. BMJ. 2001, 323 (7316): 784-10.1136/bmj.323.7316.784.View ArticlePubMedPubMed CentralGoogle Scholar
- Bower P, Campbell S, Bojke C, Sibbald B: Team structure, team climate and the quality of care in primary care: an observational study. Qual Saf Health Care. 2003, 12 (4): 273-279. 10.1136/qhc.12.4.273.View ArticlePubMedPubMed CentralGoogle Scholar
- Hann M, Bower P, Campbell S, Marshall M, Reeves D: The association between culture, climate and quality of care in primary health care teams. Fam Pract. 2007, 24 (4): 323-329. 10.1093/fampra/cmm020.View ArticlePubMedGoogle Scholar
- Loo R, Loewen P: A Confirmatory Factor-Analytic and Psychometric Examination of the Team Climate Inventory: Full and Short Versions. Small Group Research. 2002, 33 (2): 254-265. 10.1177/104649640203300205.View ArticleGoogle Scholar
- James LR, Demaree RG, Wolf G: Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology. 1984, 69: 85-98. 10.1037/0021-9010.69.1.85.View ArticleGoogle Scholar
- James LR, Demaree RG, Wolf G: rWG: An assessment of within-group interrater agreement. Journal of Applied Psychology. 1993, 78: 306-309. 10.1037/0021-9010.78.2.306.View ArticleGoogle Scholar
- LeBreton JM, Senter JL: Answers to 20 Questions About Interrater Reliability and Interrater Agreement. Organizational Research Methods. 2008, 11 (4): 815-852. 10.1177/1094428106296642.View ArticleGoogle Scholar
- Stata: Intercooled 8.2. Stata Corp LPGoogle Scholar
- Bosch M, Dijkstra R, Wensing M, Weijden van der T, Grol R: Organizational culture, team climate and diabetes care in small office-based practices. BMC Health Services Research. 2008, 8 (180).Google Scholar
- Rutherford J, McArthur M: A qualitative account of the factors affecting team-learning in primary care. Education for Primary Care. 2004, 15: 352-360.Google Scholar
- Molyneux J: Interprofessional teamworking: what makes teams work well?. Journal of Interprofessional Care. 2001, 15 (1): 29-35. 10.1080/13561820020022855.View ArticlePubMedGoogle Scholar
- Field R, West M: Teamwork in primary health care. 2. Perspectives from practices. Journal of Interprofessional Care. 1995, 9 (2): 123-130. 10.3109/13561829509047846.View ArticleGoogle Scholar
- Kivimaki M, Vanhala A, Pentti J, Länsisalmi H, Virtanen M, Elovainio M, Vahtera J: Team climate, intention to leave and turnover among hospital employees: Prospective cohort study. BMC Health Services Research. 2007, 7 (170).Google Scholar
- Proudfoot J, Jayasinghe UW, Holton C, Grimm J, Bubner T, Amoroso C, Beilby J, Harris MF, PracCap Research T: Team climate for innovation: what difference does it make in general practice?. Int J Qual Health Care. 2007, 19 (3): 164-169. 10.1093/intqhc/mzm005.View ArticlePubMedGoogle Scholar
- Elovainio M, Kivimauki M, Eccles M, Sinervo T: Team Climate and Procedural Justice as Predictors of Occupational Strain. Journal of Applied Social Psychology. 2002, 32 (2): 359-372. 10.1111/j.1559-1816.2002.tb00220.x.View ArticleGoogle Scholar
- Loo R: Assessing "team climate" in project teams. International Journal of Project Management. 2003, 21 (7): 511-517. 10.1016/S0263-7863(02)00058-3.View ArticleGoogle Scholar
- The pre-publication history for this paper can be accessed here:http://www.biomedcentral.com/1472-6963/9/138/prepub
This article is published under license to BioMed Central Ltd. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/2.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.