TY - CHAP A1 - Sormani, Eva A1 - Chak, Choiwai Maggie T1 - Bringing Society Back: A playbook to re-connect science and community, presentation at University-Industry Interaction Conference 2019 (18-20.06.2019) Y1 - 2019 ER - TY - CHAP A1 - Chak, Choiwai Maggie T1 - Interactive dynamics in regional and local health community-academic partnerships: Impact of group climate on partner engagement and collaborative success T2 - Presentation at CMOB Research Carrousel "Changing Health Care through Medical Leadership and Engagement" (25.01.2019), Enschede, The Netherlands Y1 - 2019 ER - TY - CHAP A1 - Chak, Choiwai Maggie T1 - Literature Review on Relationship Building for Community-academic Collaboration in Health Research and Innovation. T2 - MATEC Web of Conferences Y1 - 2018 U6 - http://dx.doi.org/10.1051/matecconf/201821502002 VL - 215(1):02002 ER - TY - GEN A1 - Chak, Choiwai Maggie T1 - Interactive dynamics in regional and local health community-academic partnerships: Impact of group climate on partner engagement and collaborative success, presentation at CMOB Research Carrousel "Changing Health Care through Medical Leadership and Engagement" (25.01.2019), Enschede, The Netherlands Y1 - 2019 ER - TY - CHAP A1 - Kurzhals, Kerstin A1 - Chak, Choiwai Maggie T1 - „Innovation für Society“ T2 - Poster presentation held at the Forum Citizen Science 2019, "Die Zukunft der Bürgerwissenschaften", 26.-27.09.2019, Münster Germany Y1 - 2019 UR - https://www.buergerschaffenwissen.de/sites/default/files/grid/2019/10/18/a4Poster_InnovationSociety_Kurzhals.pdf ER - TY - CHAP A1 - Kurzhals, Kerstin A1 - Chak, Choiwai Maggie A1 - Zilke, Andreas T1 - Entwicklung einer Science-to-Society Toolbox zur besseren Verzahnung von Wissenschaft und Bürgerschaft T2 - Interactive Workshop held at the Forum Citizen Science 2019 "Die Zukunft der Bürgerwissenschaften", 26.-27-09.2019, Münster, Germany Y1 - 2019 ER - TY - CHAP A1 - Chak, Choiwai Maggie A1 - Carminati, Lara T1 - Performing in Community-Academic Health Partnerships: Interplay of Clear, Difficult and Valued Goals T2 - Academy of Management Annual Meeting Proceedings Y1 - 2020 U6 - http://dx.doi.org/10.5465/AMBPP.2020.18772abstract ER - TY - BOOK A1 - Kurzhals, Kerstin A1 - Uude, Katrin A1 - Chak Choiwai, Maggie A1 - Sormani, Eva T1 - Gemeinsam.zukunft.gestalten. Die wesentlichen Stolpersteine in transdisziplinären Kooperationen kennen und vermeiden Y1 - 2021 UR - https://en.fh-muenster.de/science-marketing/downloads/gemeinsam.zukunft.gestalten.pdf CY - Whitepaper, Münster, Germany ER - TY - BOOK A1 - Kurzhals, Kerstin A1 - Uude, Katrin A1 - Sormani, Eva A1 - Chak, Choiwai Maggie A1 - Banze, Madleen T1 - Das Co-Creation Toolbook: Methoden für eine erfolgreiche Kooperation zwischen Hochschule und Gesellschaft Y1 - 2022 SN - 978-3-658-36411-3 U6 - http://dx.doi.org/10.1007/978-3-658-36411-3 PB - Springer ER - TY - JOUR A1 - Chak, Choiwai Maggie A1 - Carminati, Lara T1 - Effective leaders(hip) in community-academic health partnership projects: An inductive, qualitative study JF - Frontiers in Public Health N2 - To deepen our understanding of how project leaders can lead effectively in different community-academic health partnerships (CAHPs), we conducted an inductive, qualitative study through semi-structured interviews (N = 32) and analyzed the data with Grounded Theory approaches. By presenting a process model illustrating the cycle of effective leaders(hip) in CAHP projects, we contribute to the literature on CAHP, leadership development, and complexity leadership theory in three ways. Firstly, the model depicts the strategies enabling leaders to navigate typical project challenges and perform leadership tasks effectively. Secondly, we distill four beneficial qualities (i.e., adopting a proactive attitude, having an open and adaptive mindset, relying on peer learning and support, and emphasizing self-growth and reflexivity) which CAHP project leaders require to develop themselves into effective leaders. Thirdly, we illustrate leaders' dynamic developmental logics and processes of effective leadership and their contributions to better project functioning in diverse CAHPs. Y1 - 2022 U6 - http://dx.doi.org/10.3389/fpubh.2022.941242 VL - 10 IS - 94124 ER - TY - JOUR A1 - Chak, Choiwai Maggie A1 - Carminati, Lara A1 - Wilderom, Celeste P. M. T1 - Hope, goal-commitment, and -stress mediating between collaborative leadership, financial resources and performance. International Journal of Productivity and Performance Management. JF - International Journal of Productivity and Performance Management N2 - Purpose Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources, enhance high project performance in community-academic health partnerships. Design/methodology/approach With a sequential explanatory mixed-method research design, data were collected through a survey (N = 318) and semi-structured interviews (N = 21). A hypothesised three-path mediation model was tested using structural equation modelling with bootstrapping. Qualitative data were examined using thematic analysis. Findings Project workers’ hope, goal-commitment and -stress: (1) fully mediate the hypothesised relationship between highly collaborative project leadership and high project performance; and (2) partially mediate the relationship between financial project resources and high project performance. The qualitative data corroborate and deepen these findings, revealing the crucial role of hope as a cognitive-motivational facilitator in project workers’ ability to cope with challenges. Practical implications Project leaders should promote project workers’ goal commitment, reduce their goal stress and boost project performance by securing financial project resources or reinforcing workers’ hope, e.g. by fostering collaborative project leadership. Originality/value The findings contribute to the project management and JD-R literature by considering the joint effects of project workers’ hope and two commonly studied project resources (collaborative project leadership and financial project resources) on high project performance. Moreover, we demonstrate the importance of the goal-setting and JD-R theories for understanding complex health-promotion projects connecting academic to community work. Y1 - 2022 U6 - http://dx.doi.org/10.1108/IJPPM-05-2021-0280 SN - 1741-0401 ER - TY - JOUR A1 - Chak, Choiwai Maggie A1 - Carminati, Lara A1 - Wilderom, Celeste P. M. T1 - Interplay of clear, demanding, and important goals on project performance in community-academic health partnerships JF - Health Care Management Review N2 - Background Community–academic health partnerships (CAHPs) have become increasingly common to bridge the knowledge-to-practice gap in health care. Because working in such partnerships can be excessively challenging, insights into the individual-level enablers of high performance will enable better management of CAHPs. Purpose Steered by the goal-setting theory, this study examined the relations between goal clarity, goal stress, goal importance, and their interactions on perceived project performance among individuals working in CAHPs’ constituting projects. Methodology Using a convergent mixed-method research design, online survey data were collected from 268 participants working in a variety of CAHP projects in three German-speaking countries. We tested the hypotheses using structural equation modeling, after which thematic analysis was carried out on the 209 open-ended responses. Results CAHP project performance was positively associated with goal clarity and negatively associated with goal stress. A three-way interaction analysis showed that when goal importance was high, the relationship between goal clarity and project performance remained positive regardless of the level of goal stress. The qualitative data corroborate this finding. Conclusion In CAHP projects, high goal importance offsets the negative effect of goal stress on project performance, indicating that workers who perceive the project goals as important can manage the stress associated with demanding goals better. Practice Implications To achieve high project performance in CAHPs, organizational and project leaders should (a) set clear project goals, (b) facilitate project workers in dealing with stress resulting from overly demanding goals, and (c) emphasize the importance of the project goals, especially when goal stress is high. Y1 - 2022 U6 - http://dx.doi.org/10.1097/HMR.0000000000000320 SP - 208 EP - 217 ER -