Team Performance Management: An International Journal最新文献

{"title":"Intergroup revenge and forgiveness as reactions to negative reciprocity","authors":"Rama Charan Tripathi, Vaibhav Dwivedi, Rashmi Kumar","doi":"10.1108/tpm-10-2023-0079","DOIUrl":"https://doi.org/10.1108/tpm-10-2023-0079","url":null,"abstract":"\u0000Purpose\u0000This study aims to understand factors that explain the use of revenge and forgiveness by Hindu and Muslim group members in reaction to the rival group’s negative reciprocal behaviour based on norms of negative reciprocity.\u0000\u0000\u0000Design/methodology/approach\u0000Participants from Hindu (n = 175) and Muslim (n = 134) groups in India were presented with two norm-violating situations. Situation 1 involved an intergroup episode and Situation 2 involved an inter-community episode. Their own group members had engaged in the violation of the norms of the other group to which the rival group members had responded negatively. Participants anticipated the likelihood of their group members using revenge or forgiveness in response to the other group’s negative reaction. These reactions were predicted by religious, political and cultural identities, fraternalistic relative deprivation (FRD), relative power, anger and hate, and perception of the appropriateness of their reaction.\u0000\u0000\u0000Findings\u0000Social identities predicted intergroup revenge and forgiveness differently for the two groups in the two situations. The stronger religious identity of Muslims, not of Hindus, reduced the likelihood of their using revenge but increased it for forgiveness in both situations. Political identity associated positively with forgiveness in Situation 2 for both groups. Cultural identity predicted the likelihood of Muslims opting for forgiveness in both situations. FRD was not a significant predictor of revenge or forgiveness for Muslims. In the case of Hindus, it reduced the likelihood of their engaging in forgiveness in Situation 2. Relative power associated positively with the likelihood of Muslims, not Hindus, using revenge in both situations. Anger increased the possibility of Hindus reacting in revenge, as well as, forgiveness in the two situations. Anger did not predict revenge for Muslims but it related negatively with forgiveness in the two situations. Stronger hate was associated with revenge for Muslims. The choice of using revenge or forgiveness by own group members was positively predicted by the norms of negative reciprocity for both Hindus and Muslims.\u0000\u0000\u0000Research limitations/implications\u0000The study used a convenience sample of young people which reduces the generalizability of the findings.\u0000\u0000\u0000Social implications\u0000The findings of this study have implications for designing interventions for resolving intergroup conflicts in various social settings.\u0000\u0000\u0000Originality/value\u0000The paper adds to the norm violation theory of intergroup relations by focusing on counter-reactions and the understanding of the dynamics of intergroup conflicts.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"106 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141926675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Creating space for playfully learning to collaborate across organizational boundaries","authors":"S. Schruijer, T. Taillieu, L. Vansina, P. Curșeu","doi":"10.1108/tpm-10-2023-0075","DOIUrl":"https://doi.org/10.1108/tpm-10-2023-0075","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to introduce the authors’ action research praxis regarding the development of collaborative relations between organizations that incorporates an element of play. Based on transitional change thinking, the authors use play and simulation, creating a naturalistic setting, and provide spacing for relational dynamics to unfold so as to learn from these.\u0000\u0000\u0000Design/methodology/approach\u0000The perspective taken in this paper draws on organizational psychology, systems psychodynamics and organization development.\u0000\u0000\u0000Findings\u0000One workshop is described in detail, namely, “The Yacht Club.”\u0000\u0000\u0000Originality/value\u0000The rationale for and design of workshops that provide transitional space for experiencing, researching and learning about interorganizational dynamics as a valuable alternative to positivist experimentation are described.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"11 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141796343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Identifying as lesbian, gay, and bisexual at work: atemporal associations between sexual identity disclosure and work team experiences","authors":"Jesse Caylor, Jessica L. Wildman, Catherine Warren","doi":"10.1108/tpm-01-2024-0002","DOIUrl":"https://doi.org/10.1108/tpm-01-2024-0002","url":null,"abstract":"\u0000Purpose\u0000Although sexual identity disclosure in the workplace can be related to heightened adversity for lesbian, gay or bisexual (LGB) employees, disclosure can also serve as an avenue for LGB employees to attain additional resources. Much of the work done in today’s organizations is done in team-based structures, making it likely that LGB individuals disclose to members of their work teams. However, very limited prior research has examined the associations of sexual identity disclosure within work team experiences. This paper aims to take a first step in addressing this gap in research on the experiences of LGB employees in the workplace.\u0000\u0000\u0000Design/methodology/approach\u0000This study takes a first step toward addressing this gap by examining the associations between LGB identity disclosure and critical team-specific attitudes and behaviors (i.e., trust in team, commitment to team, conflict with team, withdrawal from team) and the atemporal indirect role of perceived LGB identity support from the team through a cross-sectional survey of 159 employees.\u0000\u0000\u0000Findings\u0000Results demonstrated that perceptions of a supportive LGB team climate atemporally mediated the association between disclosure and relevant workplace variables. Specifically, disclosure of sexual identity to one’s work team is directly and indirectly, through perceived identity support, positively associated with trust and commitment toward the team. Furthermore, disclosure was indirectly, through perceived identity support, negatively associated with conflict and withdrawal from the team. Theoretical and practical implications of these findings are discussed.\u0000\u0000\u0000Originality/value\u0000The results of this study highlight the importance of perceived identity support when individuals disclosure their sexual orientation in a team context.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"3 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141642850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Expectations and experiences of group conflict during military training exercises and their impact on deployment self-efficacy: the role of positive psychological capital","authors":"M. I. Telecan, P. Curșeu, Claudia Lenuta Rus, Lucia Rațiu","doi":"10.1108/tpm-10-2023-0074","DOIUrl":"https://doi.org/10.1108/tpm-10-2023-0074","url":null,"abstract":"\u0000Purpose\u0000This study aims to explore the intrapersonal underpinnings of conflict transformation and expression during military deployment exercises.\u0000\u0000\u0000Design/methodology/approach\u0000The authors collected data just before the onset and right after the ending of a military deployment training attended by several military units that were engaged in various operational exercises. The authors evaluated positive psychological capital (PsyCap) as well as expectations of task and relationship conflict before the deployment (N = 116 participants) and the experience of task and relationship conflict as well as deployment self-efficacy evaluated just after the deployment (N = 84).\u0000\u0000\u0000Findings\u0000PsyCap buffers conflict transformation and expression during military deployment. Relationship conflict reduces deployment self-efficacy evaluated after the deployment.\u0000\u0000\u0000Research limitations/implications\u0000The findings have implications for the development of personal strengths such as PsyCap and deployment self-efficacy, as well as for conflict management in military settings.\u0000\u0000\u0000Originality/value\u0000This study contributes to the literature on micro foundations of conflict emergence and explores the intrapersonal factors that impact conflict expression and transformation during military exercises.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":" 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141675902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An approach to intercultural training deemphasizing cross-cultural differences","authors":"Y. Poortinga","doi":"10.1108/tpm-10-2023-0076","DOIUrl":"https://doi.org/10.1108/tpm-10-2023-0076","url":null,"abstract":"\u0000Purpose\u0000This paper aims to present an approach to intercultural training (IT) in which course participants are informed about various approaches to differences between peoples. Pitfalls in communication are identified that are due to overgeneralization of incidental observations of behavior and to psychological mechanisms such as stereotyping, ethnocentrism and attribution. Effects of poor command of a second language and paralinguistic factors are also included.\u0000\u0000\u0000Design/methodology/approach\u0000Intercultural communication training or IT programs often over-generalize incidental observations and make attributions about broad differences between “us” and “others”. An approach to IT is described that challenges the way in which notions about “culture” and “cultures” tend to be used.\u0000\u0000\u0000Findings\u0000A training module based on the principles mentioned is described that was originally developed for military officers preparing for international peace-keeping and peace-building missions and later has been administered in various settings and countries.\u0000\u0000\u0000Research limitations/implications\u0000An exit questionnaire and postmission interviews have suggested positive effects of the training, but more systematic evaluation research is needed.\u0000\u0000\u0000Practical implications\u0000Cross-cultural communication (3C) training is mostly about how other people differ from “us”. Better understanding may be gained with an approach that emphasizes how much humans everywhere are alike and that perceived differences can also be in the eye of the beholder.\u0000\u0000\u0000Social implications\u0000Mutual understanding is critical to positive interaction. The approach to 3C training taken here explains how much humans everywhere are alike and puts manifest differences into perspective.\u0000\u0000\u0000Originality/value\u0000The training module builds on available knowledge, notably from cross-cultural psychology. Except for a questionnaire to demonstrate ethnocentrism, there is hardly new information. However, the approach arranges available knowledge in a way that is rather novel for the field of 3C training.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"10 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141685849","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of team competence on short- and long-term team performance","authors":"Annabelle Beyer, Saskia Hohagen, Uta Wilkens, Valentin Langholf","doi":"10.1108/tpm-09-2023-0067","DOIUrl":"https://doi.org/10.1108/tpm-09-2023-0067","url":null,"abstract":"\u0000Purpose\u0000Due to the current shortage of skilled employees, there is a growing need to cope with given team settings and to offer appropriate team training. For team training, it is important to know how different competences influence team performance. Therefore, this study aims to examine the influence of social and cognitive competences on team performance and the relationship of the different competence dimensions to each other.\u0000\u0000\u0000Design/methodology/approach\u0000Data of 53 student and work teams was collected through a digital simulation laboratory, designed as an escape game. Competences of 228 team members were assessed through questionnaires prior to the simulation. Team performance was measured through short-term performance indicators. Additionally, a postsimulation survey regarding a long-term performance indicator was carried out. Three multiple regression analyses and mediation analyses were conducted.\u0000\u0000\u0000Findings\u0000A tradeoff between cognitive and social competences regarding their impact on short- and long-term team performance is observed. Facets of cognitive competences enhanced short-term performance, whereas facets of social competences reduced short-term performance while enhancing long-term performance. Although cognitive competences show a positive direct effect on short term performance, a negative indirect effect, mediated by social competences, became apparent.\u0000\u0000\u0000Originality/value\u0000This paper contributes to harmonizing contradictory findings on the impact of high achievers in teams. Although they can have an impact on rapid problem solving, long-term performance depends more on facets of social competences than cognitive competences. Furthermore, social and cognitive competences are positively correlated, showing that teams with higher cognitive competences tend to become stronger in terms of their social competences over time.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"59 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141348917","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Teams need to be healthy, too: toward a definition and model of healthy teams","authors":"Allison M. Traylor, Julie V. Dinh, Chelsea LeNoble, Jensine Paoletti, Marissa L. Shuffler, Donald Wiper, Eduardo Salas","doi":"10.1108/tpm-09-2023-0071","DOIUrl":"https://doi.org/10.1108/tpm-09-2023-0071","url":null,"abstract":"\u0000Purpose\u0000Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.\u0000\u0000\u0000Design/methodology/approach\u0000The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.\u0000\u0000\u0000Findings\u0000The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.\u0000\u0000\u0000Originality/value\u0000This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"52 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140702522","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"My colleague is an AI! Trust differences between AI and human teammates","authors":"Eleni Georganta, Anna-Sophie Ulfert","doi":"10.1108/tpm-07-2023-0053","DOIUrl":"https://doi.org/10.1108/tpm-07-2023-0053","url":null,"abstract":"Purpose\u0000The purpose of this study was to investigate trust within human-AI teams. Trust is an essential mechanism for team success and effective human-AI collaboration.\u0000\u0000Design/methodology/approach\u0000In an online experiment, the authors investigated whether trust perceptions and behaviours are different when introducing a new AI teammate than when introducing a new human teammate. A between-subjects design was used. A total of 127 subjects were presented with a hypothetical team scenario and randomly assigned to one of two conditions: new AI or new human teammate.\u0000\u0000Findings\u0000As expected, perceived trustworthiness of the new team member and affective interpersonal trust were lower for an AI teammate than for a human teammate. No differences were found in cognitive interpersonal trust and trust behaviours. The findings suggest that humans can rationally trust an AI teammate when its competence and reliability are presumed, but the emotional aspect seems to be more difficult to develop.\u0000\u0000Originality/value\u0000This study contributes to human–AI teamwork research by connecting trust research in human-only teams with trust insights in human–AI collaborations through an integration of the existing literature on teamwork and on trust in intelligent technologies with the first empirical findings on trust towards AI teammates.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"65 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140248656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Personality and humor in groups: implications for collective emotional intelligence, psychological safety and satisfaction","authors":"ANDREEA-GEORGIANA Gheorghe, P. Curșeu, O. Fodor","doi":"10.1108/tpm-07-2023-0054","DOIUrl":"https://doi.org/10.1108/tpm-07-2023-0054","url":null,"abstract":"\u0000Purpose\u0000This study aims to explore the role of team personality and leader’s humor style on the use of humor in group communication and the extent to which group humor mediates the association between team personality on the one hand, psychological safety, collective emotional intelligence and group satisfaction on the other hand.\u0000\u0000\u0000Design/methodology/approach\u0000The authors used a survey to collect data from 304 employees nested in 83 groups working in organizations from various sectors in Romania.\u0000\u0000\u0000Findings\u0000The study results show that extraversion is positively associated with group affiliative humor, while neuroticism has a positive association with group aggressive humor. The leader’s affiliative humor style had a significant positive effect on group affiliative humor, while the effect of leader’s aggressive humor style on the use of aggressive humor in groups was not significant. Furthermore, the authors examined the mediation role of group humor in the relationship between team personality and team emergent states and satisfaction. The authors found that group aggressive humor mediates the association between neuroticism and group emotional intelligence, psychological safety and satisfaction, while affiliative humor mediates the association between extraversion and emotional intelligence and team satisfaction.\u0000\u0000\u0000Originality/value\u0000The study reports one of the first attempts to explore the multilevel interplay of team personality and humor in groups as they relate to emergent states.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"2 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139438138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Sharing time and goals in dyads: how shared tenure and goal interdependence influence perceived shared mental models","authors":"Jandre J. van Rensburg, C. Santos, S. D. de Jong","doi":"10.1108/tpm-12-2022-0086","DOIUrl":"https://doi.org/10.1108/tpm-12-2022-0086","url":null,"abstract":"\u0000Purpose\u0000An underlying assumption in the shared mental model (SMM) literature is that SMMs improve whilst team members work together for longer. However, whether dyad members indeed have higher perceived SMMs with higher shared tenure has not been explored. This study aims to, therefore, firstly, investigate this idea, and we do so by focusing on perceived SMMs at the dyadic level. Secondly, because in today’s fast-paced world perceived SMMs often need to be built quickly for dyads to perform, we assess if goal interdependence can reduce the dyadic tenure required for higher perceived SMM similarity. Thirdly, we analyse if these processes are related to dyadic performance.\u0000\u0000\u0000Design/methodology/approach\u0000We collected a dual-source sample of 88 leader–member dyads across various industries. We conducted PROCESS analyses to test their first-stage moderated mediation model.\u0000\u0000\u0000Findings\u0000Results showed that dyadic tenure was positively related to perceived SMM similarity, and that goal interdependence moderated this relationship. Additionally, perceived SMM similarity mediated the relationship between dyadic tenure and dyadic performance. Lastly, the overall moderated mediation model was supported.\u0000\u0000\u0000Originality/value\u0000We contribute to the perceived SMM literature by: investigating perceived SMMs in dyads, testing a key idea regarding the influence of dyadic tenure on perceived SMMs and investigating how goal interdependence may prompt perceived SMM similarity earlier in dyadic tenure and, ultimately, improve dyadic performance.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124404563","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}