Team Performance Management: An International Journal最新文献

{"title":"Generating team PsyCap through transformational leadership","authors":"T. Rebelo, I. Dimas, P. Lourenço, Â. Palácio","doi":"10.1108/TPM-09-2017-0056","DOIUrl":"https://doi.org/10.1108/TPM-09-2017-0056","url":null,"abstract":"PurposeThe purpose of this paper was to contribute to a deeper understanding of the effects of transformational leadership on team performance, examining the role of team psychological capital (team PsyCap) and team learning behaviours as intervening mechanisms in that relationship.Design/methodology/approachA quantitative study with a cross-sectional design was conducted. The sample was composed of 82 teams from 57 Portuguese companies. Hypotheses were tested through structural equation modelling.FindingsResults revealed that transformational leadership is positively related to team PsyCap, which, in turn, is positively related to team learning behaviours. Moreover, the study’s findings supported the indirect influence of transformational leadership on team performance, through the role played by team PsyCap and team learning behaviours.Originality/valueThis is the first study that considers the mediating role of team PsyCap and team learning behaviours in the relationship between transformational leadership and team performance. In this manner, the present research contributes to the body of research on leadership, highlighting the way through which leadership might translate into team performance. Moreover, it contributes also to the positive organisational behaviour literature, identifying both antecedents and consequents of team PsyCap. The study’s findings encourage organisations to develop ways of reinforcing transformational leadership behaviours and psychological capital among teams.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123065605","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":"Shared leadership effectiveness: perceived task complexity as moderator","authors":"Elisabeth Müller, S. Pintor, J. Wegge","doi":"10.1108/TPM-09-2017-0048","DOIUrl":"https://doi.org/10.1108/TPM-09-2017-0048","url":null,"abstract":"PurposeThis paper aims to examine the effect of shared leadership on both quantity and quality of team performance, predicting that shared leadership enhances performance by affecting quantity (level of performance) as well as quality (team errors). In addition, this paper also investigates the role of perceived task complexity in moderating the effect of sharing leadership on team performance.Design/methodology/approachIn total, 26 teams (N= 78) were asked to work on an interdependent team-task, where they engaged in a laboratory team decision-making exercise.FindingsResults revealed that teams sharing leadership made fewer errors. They achieved higher levels of quality of performance. As predicted, this effect was stronger when team members perceived the task as highly complex, even though objective task difficulty was constant.Research limitations/implicationsThis study extends current literature on shared leadership by documenting that sharing the lead in teams can also improve the quality of team performance and that perceived complexity of tasks is an important moderator of this effect.Practical implicationsBased on the findings, influencing perceptions of task complexity can be considered as an important strategy to stimulate shared leadership in teams.Originality/valueUsing social network approach, the authors showed that shared leadership is an important tool for preventing team errors and offer a new explanation for inconsistent findings from recent meta-analyses by showing that perceived task complexity moderates the effects of shared leadership. Additionally, this study offers an original team task for investigating shared leadership in teams.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134159678","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":"A longitudinal and comparative analysis of competitive balance in five European football leagues","authors":"Girish Ramchandani, D. Plumley, Sophie Boyes, Robert Wilson","doi":"10.1108/TPM-09-2017-0055","DOIUrl":"https://doi.org/10.1108/TPM-09-2017-0055","url":null,"abstract":"\u0000Purpose\u0000This paper aims to provide empirical evidence on competitive balance in the “big five” European football leagues, namely, the English Premier League, French Ligue 1, German Bundesliga, Italian Serie A and Spanish La Liga.\u0000\u0000\u0000Design/methodology/approach\u0000This paper uses recognised measures of competitive balance to measure levels of concentration (within-season competitive balance) and dominance (between-season competitive balance) in the selected leagues over 22 seasons between 1995/96 and 2016/17.\u0000\u0000\u0000Findings\u0000French Ligue 1 emerged as the most balanced league in terms of both concentration and dominance measures. The analysis also points to a statistically significant decline in competitive balance in all leagues apart from Serie A (Italy).\u0000\u0000\u0000Originality/value\u0000The findings of this study are of concern for the league organisers. Competition intensity is a key component of a sport league, and a league that is dominated by one or a select few clubs is less attractive within the marketplace. This paper presents challenges at the league governance level for the five leagues examined.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126578170","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":"Autonomous team members’ expectations for top-leader involvement","authors":"James P. Hess","doi":"10.1108/TPM-10-2017-0060","DOIUrl":"https://doi.org/10.1108/TPM-10-2017-0060","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine incongruities between autonomous team members’ expectations for top-leader involvement with teams and their perceptions of top-leader involvement actually encountered in their own team experiences.\u0000\u0000\u0000Design/methodology/approach\u0000Interview feedback was sought from three participants from each of six autonomous teams to capture explanations of their lived experiences from team participation. Transcribed data were examined through thematic analysis, from which patterned responses and meanings relevant to the research inquiry were identified.\u0000\u0000\u0000Findings\u0000To foster a team environment and shape the organizational context to align with autonomous team members’ expectations, organizational leaders should give significant attention to all-inclusive recruitment; frequent, face-to-face communication between themselves and team members; and an unwavering resource allocation.\u0000\u0000\u0000Originality/value\u0000This study addresses a unique realm of team research in addressing the need for top leaders to understand team members’ expectations for their involvement in shaping an organizational context most conducive to team effectiveness.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127721164","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":"What do we know about what is going on inside the boardroom?","authors":"Claude Francoeur, Caroline Aubé, Samuel Sponem, Faranak Farzaneh","doi":"10.1108/TPM-07-2017-0033","DOIUrl":"https://doi.org/10.1108/TPM-07-2017-0033","url":null,"abstract":"PurposeThe fundamental role of corporate boards is to monitor and advise top management on strategic issues. It is therefore of the utmost importance that corporate directors are effective as a decision-making group to ensure corporate performance (Zattoni et al., 2015; Minichilli et al., 2012). But, what do we know about what is really going on inside the boardroom? This study aims to shed light on this important question.Design/methodology/approachThe authors undertake a targeted review of the literature to take account of all publications regarding board dynamics in relation to board effectiveness.FindingsThis study shows that we know very little about what is going on inside the “black box” of board dynamics and its relation to how effective directors are at doing their job, namely, monitoring and advising top management and establishing and expanding the firm’s network, to gain access to the resources it needs. The authors propose several avenues of research to better understand board dynamics.Originality/valueIn this study, the authors show how and why the present body of knowledge on team effectiveness should be harnessed to better understand corporate board dynamics in relation to board effectiveness.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130646821","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":"Mindful infrastructure as antecedent of innovation resilience behaviour of project teams","authors":"P. Oeij, Tinka van Vuuren, S. Dhondt, J. Gaspersz, E. D. Vroome","doi":"10.1108/TPM-09-2017-0045","DOIUrl":"https://doi.org/10.1108/TPM-09-2017-0045","url":null,"abstract":"PurposeThe purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.Design/methodology/approachA survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.FindingsFrom the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project teams can thus learn from the practice of HRO teams.Originality/valueTo the authors’ knowledge, HRO-thinking has not been applied to team behaviour in innovation management. A fruitful transfer of insights from the domain of safety and crisis management seems applicable to the domain of innovation.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129956727","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":"Art as a strategic element for innovation in gastronomic experiential services","authors":"Maria Nelly Hurtado Justiniano, J. Valls-Pasola, N. J. Chacón","doi":"10.1108/TPM-05-2017-0022","DOIUrl":"https://doi.org/10.1108/TPM-05-2017-0022","url":null,"abstract":"\u0000Purpose\u0000This paper aims to evidence the importance of art professionals’ participation in experiential innovation processes, in particular for the gastronomic experiential services, likewise their support to maintain companies at the vanguard in a market of experiences.\u0000\u0000\u0000Design/methodology/approach\u0000Data are collected, in the first phase, through an elaborated questionnaire. In the second phase, a list of companies is created, based on the qualification that users give to the category “creative gastronomy”, in different online portals of restoration.\u0000\u0000\u0000Findings\u0000The authors found that art professionals are a strategic and differentiating element for companies that want to break away from the market and increase their revenues. The third part of the interviewed companies that innovate in services experience processes are conformed by multidisciplinary teams, some of the companies take into account the coalition of art professionals with kitchen professionals. This coalition has allowed the companies to increase its billing, stay at the vanguard of the market and more important to maintain their gastronomic experiences services.\u0000\u0000\u0000Research limitations/implications\u0000One of the main obstacles for conducting this research was observed when carrying out the surveys, as the concept of “team” in the studied sector is not understood as part of the daily administration.\u0000\u0000\u0000Practical implications\u0000The teams that have made this coalition type, and those that have teams of other specialized professional profiles, have increased their sales through the creation of gastronomical experiences. However, in this research, it is observed that, the companies that combine their teams and do a co-design work and co-development idea have been able to stay at the vanguard of the service and considerably increase their billing.\u0000\u0000\u0000Social implications\u0000Human resources, with their respective competitions, abilities, techniques and knowledge, are the fundamental base in this type of service. The creation of strategic relationships with other companies or individuals, for either managerial alliances or recruitment and disposition of multidisciplinary teams at the internal level, could be more natural and generate new business opportunities.\u0000\u0000\u0000Originality/value\u0000The contribution of the paper focuses on the analysis about art professionals’ (artists) role at the time companies decide to sell sensations and emotions to a new consumer profile.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117237935","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":"Holistic performance management of virtual teams in third-party logistics environments","authors":"Youness Eaidgah, A. Abdekhodaee, Manoochehr Najmi, Alireza Arab Maki","doi":"10.1108/TPM-05-2017-0020","DOIUrl":"https://doi.org/10.1108/TPM-05-2017-0020","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to investigate the use of an integrated approach for performance improvement of virtual teams (VTs) in third-party logistics (3PL) through the integration of performance management (PM), visual management (VM) and continuous improvement (CI) initiatives into one coherent system. The paper will also propose a methodological framework to establish such a system. The intended integrated system is called as integrated visual management (IVM) throughout this paper.\u0000\u0000\u0000Design/methodology/approach\u0000This research is based on a case study that took place in a 3PL context with 19 VTs of different sizes spread across Australia. Many major 3PL companies provide their services either internationally or nationwide and therefore use VTs on a regular basis. The selected company does the same. This case was picked as representative of the many complexities which VTs face in 3PL settings, e.g. geographical and temporal separations; different skill levels within the team and between different team bases; multi-teaming system; high staff turnover; recurring performance problems and firefighting approach to problem-solving; and highly demanding performance requirements from clients. Further, this case study, being of a newly established contract and team, enabled the observation of the team dynamic and complexities from the earliest stages. In addition, as the main author of the paper was part of the managerial layer of the studied VT, this provided it a unique opportunity to escape the usual bureaucracy and rather focus on the research. This study also includes a literature review on VTs along with PM, VM and CI, which comprises IVM.\u0000\u0000\u0000Findings\u0000It was found that an integrated approach to PM, VM and CI was effective in systematically improving the VT performance. The framework for implementing IVM was productive and enabled to successfully plan and deploy the improvement intentions. Even though the team was highly virtual and encompassed a range of situational challenges, including different skill levels, a multi-teaming system and a high staff turnover, nevertheless, through IVM, the results met and exceeded performance targets on a sustainable base. Inventory record accuracy, dispatch on time, delivery in full on time and dock to stock were improved by 45, 62, 22 and 25 per cent on average, respectively.\u0000\u0000\u0000Originality/value\u0000The originality of the paper comes from its methodological approach to performance improvement for VTs in 3PL contexts through integrating PM, VM and CI systems into one coherent system, IVM.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121805676","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":"A software engineering team research mapping study","authors":"J. Defranco, P. Laplante","doi":"10.1108/TPM-08-2017-0040","DOIUrl":"https://doi.org/10.1108/TPM-08-2017-0040","url":null,"abstract":"\u0000Purpose\u0000The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in a general sense, have been studied extensively. But the distinctive processes that need to be executed effectively and efficiently in software engineering require a better understanding of current software engineering team research.\u0000\u0000\u0000Design/methodology/approach\u0000In this work, software engineering team publications were analyzed and the key findings of each paper that met our search inclusion criteria were synthesized. In addition, a keyword content analysis was performed to create a taxonomy to categorize each paper and evaluate the state of software engineering team research.\u0000\u0000\u0000Findings\u0000In software engineering team research, the resulting areas that are the most active are teamwork/collaboration, process/design and coordination. Clear themes of analysis have been determined to help understand how team members collaborate, factors affecting their success and interactions among all project stakeholders. In addition, themes related to tools to support team collaboration, improve the effectiveness of software engineering processes and support team coordination have been found. However, the research gaps determined from the content analysis point toward a need for more research in the area of communication and tools.\u0000\u0000\u0000Originality/value\u0000The goal of this work is to define the span of previous research in this area, create a taxonomy to categorize such research and identify open research areas to provide a clear road map for future research in the area of software engineering teams. These results, along with the key finding themes presented, will help guide future research in an area that touches all parts of the software engineering and development processes.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131360661","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":"Conductorless singing group: a particular kind of self-managed team?","authors":"R. Page-Shipp, Dawn Joseph, C. V. Niekerk","doi":"10.1108/TPM-09-2016-0041","DOIUrl":"https://doi.org/10.1108/TPM-09-2016-0041","url":null,"abstract":"\u0000Purpose\u0000Coordination of group activity is rarely more important than in a singing group that has no designated conductor. This paper aims to explore the group dynamics in an 11-man singing group whose members, all over 60, have without exception occupied senior leadership positions in their working careers. The study arose because responses to a wider research study revealed interesting perceptions of leadership issues in the group.\u0000\u0000\u0000Design/methodology/approach\u0000All the members participated in semi-structured interviews and interpretative phenomenological analysis of the responses was used to process the responses. This enabled the identification of practices that support the group’s success and illustrated how this group of practiced “leaders” respond to a (relatively) conductorless situation.\u0000\u0000\u0000Findings\u0000It was confirmed that the group exhibits several characteristics of self-managed teams and string quartets. All members felt empowered to take a lead, although their backgrounds might have predisposed them to take such initiatives anyway. But the long-serving female accompanist is, by virtue inter alia of her superior musicianship, which appears to overcome any gender bias, in many respects the de facto leader. In performance, the singers synchronize their singing in response to cues from each other, but this could work better if given more specific attention.\u0000\u0000\u0000Originality/value\u0000Whereas conducted choirs have been extensively studied, such a self-managed group of amateur singers, all of whom are accustomed to leading in their working careers, has apparently not been studied. This study sheds some light on techniques for overcoming the challenges of creating quality performance in such a group and insights for similar groups, not necessarily musical, are identified.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134019081","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}