Table 2 Factors hypothesized (i.e., average per QI team) to be associated with successful team performance

Composition characteristics

have a higher age, more members [2] and more varied types of professionals [13].

are more professional; have a higher level of education, more specialized training, more years of practice on the current job and more years of working in the present organization [14].

spend more time on the improvement [15].

have prior experience with quality improvement [2].

Participation characteristics

have a higher attendance of recommended national conferences [16].

Functioning characteristics

have more positive attitudes towards the method for improvement (BTS approach), more positive opinions about how their contribution to the improvement is valued by other team members, and more positive opinions about the team's improvement efficacy [17].

have a more positive attitude towards change [18].

have a positive team climate; a positive view about communication with regard to the innovation; agree on the goals of the QIC; and have a positive opinion with regard to the openness of the working method used [19–22].

have a more positive attitude towards evidence-based practice guidelines [23].

Organizational context characteristics

receive more organizational support: time, workforce, sponsoring and skills [1, 2, 9].

receive support from the management of the organization [25].

have an active, inspirational team leader [24, 26].