Team Performance Management: An International Journal最新文献

{"title":"Shared leadership and team creativity: a team level mixed-methods study","authors":"Lei Xie, Soo Jeoung Han, M. Beyerlein, Jiacheng Lu, Lillian Vukin, R. Boehm","doi":"10.1108/tpm-11-2020-0097","DOIUrl":"https://doi.org/10.1108/tpm-11-2020-0097","url":null,"abstract":"\u0000Purpose\u0000This paper aims to conduct two studies to investigate shared leadership and team creativity (TC) in leaderless short-term project teams (STPTs).\u0000\u0000\u0000Design/methodology/approach\u0000To answer the research question, this paper used a multi-level mixed-methods design. This paper analyzed video recordings, transcripts of STPTs’ collaboration and self-report surveys from an international engineering competition. In Study 1, this paper attempted to connect relation-oriented shared leadership (ROSL) and task-oriented shared leadership (TOSL) with TC by coding video recordings. In Study 2, this paper further investigated the proposed positive relationship between shared leadership and TC by surveying a sample of 166 students in 51 teams.\u0000\u0000\u0000Findings\u0000In Study 1, this paper found that shared leadership covaries with TC following a similar behavioral pattern. In Study 2, multi-level structural equation modeling results suggested that both TOSL and ROSL are positively correlated with TC.\u0000\u0000\u0000Originality/value\u0000In this mixed-methods multi-level research, this paper found that when the team’s shared leadership increases, their TC activity becomes frequent. This paper confirmed the qualitative finding by quantitatively investigated the relationship between shared leadership and creativity at the team level.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115170925","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":"Fantastic teams and where to find them: understanding team processes in space and analog environments through the IMOI framework","authors":"Andres Käosaar, Pedro Marques-Quinteiro, Shawn Burke","doi":"10.1108/tpm-02-2021-0012","DOIUrl":"https://doi.org/10.1108/tpm-02-2021-0012","url":null,"abstract":"\u0000Purpose\u0000This paper aims to propose a model of teamwork effectiveness in space and analog environments (SAE).\u0000\u0000\u0000Design/methodology/approach\u0000A systematic literature review was conducted to examine the state-of-the-art of teamwork literature in SAE. A total of 37 research papers were reviewed and the results were organized according to the input-mediator-output-input (IMOI) framework.\u0000\u0000\u0000Findings\u0000Based on 37 empirical research papers, the findings suggest that the teams working in SAE are challenged with contextual (e.g. time, isolation and confinement), collective (e.g. autonomy, culture) and individual (e.g. personality) attributes. These are inputs to team processes (e.g. interpersonal processes; communication) and emergent states (e.g. climate; emotions), which mediate team (e.g. performance; cohesion) and individual (e.g. psychological well-being) outputs.\u0000\u0000\u0000Research limitations/implications\u0000Given the review nature of the manuscript, the final proposed model depicting empirical findings lacks validation evidence when considered in its entirety, although pieces have been validated. Additionally, the focus only on papers that included team-level empirical SAE research (excluding individual-level studies), undoubtedly contributed to a smaller number of papers extracted.\u0000\u0000\u0000Originality/value\u0000This paper integrates empirical findings regarding the factors impacting team performance in SAE into a proven framework (IMOI). This integration can provide a common baseline, using a widely accepted methodology and framework, that serves to guide future research, identify gaps and guide practice.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115200528","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":"Emotional intelligence, voice and flow: a team-level study of work teams","authors":"Lei Xie, Chi-Ning Chang, Shailendra Singh","doi":"10.1108/tpm-12-2020-0110","DOIUrl":"https://doi.org/10.1108/tpm-12-2020-0110","url":null,"abstract":"\u0000Purpose\u0000This paper aims to investigate how emotional intelligence and voice climate interact with flow in work teams.\u0000\u0000\u0000Design/methodology/approach\u0000The authors used multilevel structural equation modeling to analyze the nested data (individuals within teams). A total of 42 work teams (166 full-time employees) from the service industry participated in this research.\u0000\u0000\u0000Findings\u0000The results showed that emotional intelligence and voice behavior are positively associated with flow experience at the individual level. It was also demonstrated that emotional intelligence exerts partial influence on flow via individual voice behavior. At the team level, the authors only found a positive relationship between emotional intelligence and flow.\u0000\u0000\u0000Originality/value\u0000This research fills the knowledge gap of flow’s antecedents in teams. Members who are emotional intelligent and active in making suggestions to teams are more likely to experience flow in teams. Practitioners should be able to facilitate flow in the workplace through implementing training modules related to emotion appraisal/regulation and effective voice behavior.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128317043","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 relationship between nursing groups’ organizational socialization and nurses’ perception of organizational learning subprocesses: a cross-sectional study in hospital wards","authors":"Keiko Ishii, Yukie Takemura, Naoko Ichikawa, Keiko Kunie, Ryohei Kida","doi":"10.1108/tpm-01-2021-0002","DOIUrl":"https://doi.org/10.1108/tpm-01-2021-0002","url":null,"abstract":"Purpose\u0000This study aims to investigate the relationship between a nursing group’s organizational socialization (OS) and the organizational learning (OL) subprocesses of information acquisition, information distribution, information interpretation, information integration and organizational memory.\u0000\u0000Design/methodology/approach\u0000A cross-sectional study, with an anonymous self-report questionnaire, was conducted at two university hospitals in Japan. OL was measured using the scale for OL subprocesses, while OS was measured using the scale for learning about the external environment. The questionnaire was administered from August to October 2018. Among the 1,077 nurses recruited from 34 wards, data from 466 nurses from 24 wards were analyzed. To verify the influence of the group’s OS on each OL subprocess, two-level hierarchical linear modeling with fixed effects was performed. Individual nurses’ OS was analyzed using centering within clusters and the group’s OS was analyzed using each ward’s average OS score by performing grand mean centering.\u0000\u0000Findings\u0000Nursing groups’ OS was positively and significantly associated with information interpretation and information integration, but not with information acquisition, information distribution and organizational memory.\u0000\u0000Originality/value\u0000This study expands OS and OL research by focusing on the relationship between the degree of OS of an entire group and the OL subprocess. When the degree of homophily of value, rule, knowledge and behavior of the entire group increases, the information understanding and the formation of new explicit knowledge may also increase in the group.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123825879","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":"Top management team (TMT) age diversity and firm performance: the moderating role of the effectiveness of TMT meetings","authors":"S. Sutarti, A. Syakhroza, Vera Diyanty, Setio Anggoro Dewo","doi":"10.1108/tpm-01-2021-0006","DOIUrl":"https://doi.org/10.1108/tpm-01-2021-0006","url":null,"abstract":"\u0000Purpose\u0000This study aims to investigate the direct effect of directors’ age diversity, and its interaction effect with the effectiveness of TMT meetings on bank performance.\u0000\u0000\u0000Design/methodology/approach\u0000Quantitative data were extracted from the bank’s annual reports for the six years 2011–2016. Age diversity was calculated using the coefficient of variation, and the bank’s performance was measured as return on assets and return on equity. The frequency of directors’ meetings was used as a proxy for the effectiveness of TMT meetings.\u0000\u0000\u0000Findings\u0000Based on the hierarchical regression analysis, the results do not support the hypothesis that there is a negative influence between age diversity on performance. However, the results support the hypothesis that age diversity has a positive effect on performance because of the high effectiveness of TMT meetings.\u0000\u0000\u0000Research limitations/implications\u0000The limitations of the study include the use of only samples of the banks registered with Bank Indonesia. The subsequent research could use cross-country bank samples. In addition, the research uses age-related diversity variables only. Therefore, further research could consider other types of diversity such as education, functional or tenure. Furthermore, this study is limited to the effectiveness of the director (TMT) meetings as the only moderating variable. Further research could improve on this by including other moderating variables.\u0000\u0000\u0000Practical implications\u0000The findings of this study indicate that the existence of age diversity in TMT will aid bank governance if it is accompanied by effective meetings among groups of directors of varying ages. This age composition of directors will make meetings more effective as rich information for strategic decisions will be generated from different points of view because of the wide spectrum of age categories, and hence, there will be a positive impact on bank performance.\u0000\u0000\u0000Social implications\u0000This study indicates that effective meetings of TMT groups of different ages will minimize the rise of “self-esteem”. Therefore, they will benefit the creation of a better quality relationship among TMT individuals. Accordingly, TMT within a company will have more opportunities to discuss in providing bright ideas for the company on how to innovate and create a new strategy to improve its performance.\u0000\u0000\u0000Originality/value\u0000This study, being the first to explore the effectiveness of TMT meetings to bank performance in the contexts of directors’ age diversity, contributes to the literature in this area, and especially to the body of knowledge about companies implementing a two-tier governance system.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"122 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123582416","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":"Conversations across the table: shared cognition in top management teams","authors":"Marian Evans","doi":"10.1108/tpm-12-2020-0098","DOIUrl":"https://doi.org/10.1108/tpm-12-2020-0098","url":null,"abstract":"\u0000Purpose\u0000This paper aims to examine the shared mental models (SMMs) of a top management team (TMT) using an emergent perspective in conditions of uncertainty. The paper examines how a TMT conversation represents an emergent cognitive process to reach an action for future planning.\u0000\u0000\u0000Design/methodology/approach\u0000The design uses an emergent SMM approach based on a TMT discussion in an uncertain context. Cognitive mapping techniques illustrate how concepts emerge and are structured. This approach addresses the need for an alternative to aggregate mapping methods and supports the notion of team cognition as an emergent and dynamic process.\u0000\u0000\u0000Findings\u0000Findings showed that the emergence of a SMM could be elicited and represented using cognitive mapping techniques. Domain knowledge and social relationships supported the emergence of shared knowledge relevant for action on team tasks. A SMM based on team contribution and concept connectivity was identified.\u0000\u0000\u0000Research limitations/implications\u0000The study is based on data collected from a recorded discussion in a quarterly company meeting, ten days before the UK’s original planned exit date, March 2019.\u0000\u0000\u0000Originality/value\u0000This research study contributes to the SMM and team cognition literature streams by examining the TMT’s shared understanding as an emergent process. Empirical studies using cognitive mapping techniques in this context are rare.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122548011","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":"Engaging by releasing: an investigation of the consequences of team autonomy on work engagement","authors":"Rocco Palumbo","doi":"10.1108/tpm-03-2021-0021","DOIUrl":"https://doi.org/10.1108/tpm-03-2021-0021","url":null,"abstract":"\u0000Purpose\u0000Team autonomy involves empowering employees to achieve greater control over organizational dynamics. Such empowerment may augment the employees’ vigor, dedication and absorption at work. However, there is limited evidence on the contents of the relationship between team autonomy and work engagement. This paper aims to fill in this gap, shedding light into the manifold implications of team autonomy on employees’ work engagement.\u0000\u0000\u0000Design/methodology/approach\u0000A serial mediation analysis was designed to collect evidence of the effects of team autonomy on work engagement. Drawing on self-determination theory, social comparison theory and social facilitation theory, team member-supervisor exchanges and organizational climate were contemplated in the analysis as mediating variables. An ordinary least square regression-based model relying on 5,000 bootstrap samples was implemented. The study focused on a large sample of Europeans employed in the manufacturing sector (n = 4,588).\u0000\u0000\u0000Findings\u0000Team autonomy had tiny, but statistically significant effects on work engagement. Good relationships between team members and supervisors positively mediated the effects of team autonomy on work engagement. Conversely, the organizational climate did not have a significant mediating role. A statistically significant serial mediation effect linked team autonomy and work engagement via team member-supervisor exchanges and organizational climate.\u0000\u0000\u0000Practical implications\u0000Team autonomy contributes to increasing the employees’ vigor, dedication and absorption at work. The enhancement of team member-supervisor relationships fosters the engagement of team members who experience a greater autonomy at work. The effects of team autonomy on organizational climate are ambiguous and mediated by an improvement of the relationships between team members and supervisors.\u0000\u0000\u0000Originality/value\u0000The paper originally investigates the implications of team autonomy on work engagement, emphasizing the importance of social exchanges at work to realize the full potential of team autonomy.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115860565","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":"How reward systems affect team performance in banks: evidence from the Middle East and North Africa (MENA) region","authors":"Carole Serhan, Wissam Salloum, N. Abdo","doi":"10.1108/tpm-03-2021-0022","DOIUrl":"https://doi.org/10.1108/tpm-03-2021-0022","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.\u0000\u0000\u0000Design/methodology/approach\u0000Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.\u0000\u0000\u0000Findings\u0000The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.\u0000\u0000\u0000Originality/value\u0000This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1985 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128045696","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":"Toward an integrated theory of computer-mediated social interaction","authors":"M. Santucci","doi":"10.1108/tpm-11-2017-0077","DOIUrl":"https://doi.org/10.1108/tpm-11-2017-0077","url":null,"abstract":"\u0000Purpose\u0000This paper aims to describe an integration of the media naturalness theory, the continuum model of impression formation and the social identity model of deindividuation effects. The goal is to determine the compatibility of the central tenets and propositions of the two theories and reconcile their effects under a unified model that can be used to explain and predict changes in perceptions, attitudes and behaviors arising in computer-mediated interaction.\u0000\u0000\u0000Design/methodology/approach\u0000A review of the literature was used to determine whether the two theories were compatible. The reconciliation comes by way of a third theory, the motivated tactician theory, which focuses on the effects of cognitive effort on schema use, particularly on those schemas used in social categorization processes.\u0000\u0000\u0000Findings\u0000It was determined that the two models of focus could be combined via the tenets of the third. The combined model is expected to provide explanatory and predictive capabilities that exceed those of the individual theories and should prove to be relevant in the study of computed-supported collaboration, in the design of collaborative environments and in the analysis of individual and group behaviors in computer-mediated communication.\u0000\u0000\u0000Research limitations/implications\u0000The current effort describes the main effects derived from the integration and offers four propositions that describe moderating factors that are derived from each of the three theories. The main effects must be tested and validated and, given support, must be extended to determine the validity of the moderating effects predicted by the propositions. Additionally, media naturalness theory is a relatively recent addition to theories of technology and so needs further empirical support for its propositions. As to the behavioral implications, the social identity model of deindividuation effects has yet to be tested with the specific intention of discovering how media characteristics affect self-concept.\u0000\u0000\u0000Practical implications\u0000The model can be used to inform information system designs that favor desirable behavioral outcomes or to prevent undesirable effects from occurring. For example, emphasis can place on media attributes and system features that individuate decision-makers within group decision support environments when consensus is a primary goal as a means to avoid group thinks and polarization. Conversely, attributes and features that are supportive of social categorization processes and deindividuation effects might be used to emphasize group membership, shared effort and to minimize social loafing or the frequency and intensity of inappropriate disparagement of ideas and contributions.\u0000\u0000\u0000Social implications\u0000The combined model is principally useful in explaining and predicting human behavior in relation to computer-supported collaborative work such as distributed workgroups and online learning environments. For example, the explanatory elements of the combined theory can be","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130482649","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":"Impact of shared leadership on team performance through team reflexivity: examining the moderating role of task complexity","authors":"Noor Ul Hadi, Anum Chaudhary","doi":"10.1108/TPM-10-2020-0085","DOIUrl":"https://doi.org/10.1108/TPM-10-2020-0085","url":null,"abstract":"\u0000Purpose\u0000To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity.\u0000\u0000\u0000Design/methodology/approach\u0000To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro.\u0000\u0000\u0000Findings\u0000The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks.\u0000\u0000\u0000Originality/value\u0000Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127134587","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}