{"title":"Groups and teams: a review of bad apple behavior","authors":"S. Jaikumar, Avina Mendonca","doi":"10.1108/TPM-07-2016-0034","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThe purpose of this conceptual paper is to broaden the understanding of the three negative member (bad apple) behaviors – withholding of effort, interpersonal deviance and negative affect – put forth by Felps et al. (2006). \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nAn integrative review of extant literature was conducted to understand the impact of the negative member behaviors on other team members. Potential interventions to control this bad apple behavior are identified with supporting evidence from recent empirical studies. \n \n \n \n \nFindings \n \n \n \n \nA review of empirical findings in the literature indicate that perceived coworker loafing may lead to counterproductive work behavior toward coworkers and interpersonal deviance may affect the task cohesion of the group. However, the presence of affectively negative individuals is empirically proven to improve the group performance, especially when the group task is related to creativity or information processing (decision-making and idea generation). \n \n \n \n \nOriginality/value \n \n \n \n \nDespite the empirical attention paid to “bad apple” behaviors, the implications for managing negative member behaviors are unclear and scattered. In this paper, building on the framework proposed by Felps et al. (2006), the authors focus on three behaviors and provide a concise review of literature and interventions to control or exploit these behaviors.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2017-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-07-2016-0034","citationCount":"11","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-07-2016-0034","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 11
Abstract
Purpose
The purpose of this conceptual paper is to broaden the understanding of the three negative member (bad apple) behaviors – withholding of effort, interpersonal deviance and negative affect – put forth by Felps et al. (2006).
Design/methodology/approach
An integrative review of extant literature was conducted to understand the impact of the negative member behaviors on other team members. Potential interventions to control this bad apple behavior are identified with supporting evidence from recent empirical studies.
Findings
A review of empirical findings in the literature indicate that perceived coworker loafing may lead to counterproductive work behavior toward coworkers and interpersonal deviance may affect the task cohesion of the group. However, the presence of affectively negative individuals is empirically proven to improve the group performance, especially when the group task is related to creativity or information processing (decision-making and idea generation).
Originality/value
Despite the empirical attention paid to “bad apple” behaviors, the implications for managing negative member behaviors are unclear and scattered. In this paper, building on the framework proposed by Felps et al. (2006), the authors focus on three behaviors and provide a concise review of literature and interventions to control or exploit these behaviors.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.