Team Performance Management: An International Journal最新文献

{"title":"Measures of academy productivity in English championship clubs","authors":"Victor Balassiano, Steven Bullough","doi":"10.1108/TPM-09-2020-0083","DOIUrl":"https://doi.org/10.1108/TPM-09-2020-0083","url":null,"abstract":"\u0000Purpose\u0000This study quantifies academy productivity within English football clubs that have competed in the second tier (Championship) between 2017 and 2020. Previous research has outlined that clubs situated underneath the top leagues have an important role in the development of elite professional players. This study aims to examine that level of the pathway further in England.\u0000\u0000\u0000Design/methodology/approach\u0000The utilisation of academy players was conducted with data from 33 eligible clubs, from 2017/2018 to 2019/2020. Two measures of productivity are defined for comparison: “Utilisation” (the total minutes played by academy graduates) and “Starts” (the number of times an academy player started for the first team). To quantify these measures, players and clubs’ indices were also defined through two perspectives: “global” (proportion of all games played from 2017/2018 to 2019/2020) and “local” (proportion of games the player featured only). Nationality and position were also included.\u0000\u0000\u0000Findings\u0000Headline findings demonstrate large differences between clubs for the type and proportion of playing opportunities created. The data outlines that academy graduates have greater utilisation and starts in cup competitions, particularly the English Football League cup. Clubs in the sample being relegated from the Premier League into the Championship recorded weaker “utilisation” and “starts” compared to those that competed in the lower divisions. Academies are producing and using a greater proportion of defensive players (goalkeepers, defenders, defensive midfielders) compared to more attacking sectors of the pitch.\u0000\u0000\u0000Originality/value\u0000This offers useful insight for academy managers, allowing comparisons between clubs. It has implications for future strategies around the role of the academy and approaches to generating player opportunity.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114525257","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":"Using social network analysis to measure transactive memory systems","authors":"K. King, T. Sweet","doi":"10.1108/tpm-05-2020-0043","DOIUrl":"https://doi.org/10.1108/tpm-05-2020-0043","url":null,"abstract":"\u0000Purpose\u0000This study aims to explore how social networks could be used in the measurement of transactive memory systems (TMS) or other team constructs and provide motivation for future analyses of TMS measurement.\u0000\u0000\u0000Design/methodology/approach\u0000TMSs describe the structures and processes that teams use to share information, work together and accomplish shared goals. This paper proposes the use of social network analysis in measuring TMS. This is accomplished by describing the creation and administration of a TMS network instrument and evaluating the relation of the proposed network measures, previous measures of TMS and performance.\u0000\u0000\u0000Findings\u0000Findings include that proposed network measures perform similarly to previously proposed, frequently used measures of TMS.\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this is among the first papers to propose network measures for the evaluation of TMS.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134455841","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 do mid-senior multinational officers perceive shared leadership for military teams? A qualitative study","authors":"Sultan Serkan Cakiroglu, A. Caetano, P. Costa","doi":"10.1108/tpm-11-2019-0109","DOIUrl":"https://doi.org/10.1108/tpm-11-2019-0109","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared leadership in military teams.\u0000\u0000\u0000Design/methodology/approach\u0000The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia’s thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature.\u0000\u0000\u0000Findings\u0000Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization’s culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers’ experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams.\u0000\u0000\u0000Practical implications\u0000The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams.\u0000\u0000\u0000Originality/value\u0000The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121884626","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":"Professional status and norm violation in email collaboration","authors":"C. Axtell, K. Moser, Janey McGoldrick","doi":"10.1108/tpm-07-2019-0083","DOIUrl":"https://doi.org/10.1108/tpm-07-2019-0083","url":null,"abstract":"\u0000Purpose\u0000Status is a central aspect of teamwork relationships and successful collaboration in teams, both online and offline. Status group membership and status perception shape behavioural expectations and norm perceptions of what is appropriate, but despite their importance have been neglected in previous research. Status effects are of special interest in online collaboration, e.g. via email, where no immediate feedback or non-verbal/paraverbal communication and direct observation is possible. The purpose of this study is to address this gap in research.\u0000\u0000\u0000Design/methodology/approach\u0000An experimental scenario study with two different professional status groups (lecturers and students) tested status effects on causal attributions, intergroup bias and emotional and collaborative responses to perceived norm violations in emails.\u0000\u0000\u0000Findings\u0000Results overall showed three key findings: a “black-sheep-effect” with harsher negative attributions for same status members, more aggression and less cooperation towards lower status senders and stronger (negative) emotional reactions towards high status senders.\u0000\u0000\u0000Originality/value\u0000The findings are important for managing professional online communication because negative personal attributions, strong emotions and aggressive behaviours can increase team conflict, lead to mistakes and generally undermine performance.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"240 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115328706","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":"Does stress affect nonverbal engagement in teams? A case study in professional team sport","authors":"Benjamin G. Serpell, S. Larkham, C. Cook","doi":"10.1108/tpm-06-2019-0059","DOIUrl":"https://doi.org/10.1108/tpm-06-2019-0059","url":null,"abstract":"\u0000Purpose\u0000Team effectiveness is often predicated by a group’s ability to communicate. However, the effect of stress response on communication success, particularly nonverbal engagement, and how this might affect team performance, is not clear; a “phenomenon” this study sought to explore.\u0000\u0000\u0000Design/methodology/approach\u0000This was an observational study in a cohort of professional rugby players. Participants gave presentations to their peers on two separate occasions during a “live-in” camp designed to have psychologically stressful elements. Presentations were video recorded and audience engagement was measured. Testosterone and cortisol were used as biomarkers of stress response, with a high testosterone–cortisol ratio considered positive. A team training session followed the presentations and participants were rated for training quality.\u0000\u0000\u0000Findings\u0000A small decline in testosterone was observed each day after waking. Conversely, cortisol rose after waking, with the rise being the highest on the first day. A decline in testosterone–cortisol ratio was also seen each day after waking; the decline was greatest on the first day. Presentation duration and audience engagement was greatest for the second presentation; when the testosterone-cortisol ratio decline and the cortisol increase after waking was smaller. Training quality was also better that day. Pooled data revealed a moderate inverse relationship and weak positive relationships for audience engagement with post-meeting cortisol and post-meeting testosterone–cortisol ratio, respectively. Training quality was related to testosterone and testosterone–cortisol ratio, but inversely related to cortisol.\u0000\u0000\u0000Originality/value\u0000This study suggests that in stressful conditions, as suggested by an awakening hormone response, communication and team performance could become compromised with reduced ability to engage with others.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116769770","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":"Critical elements for multigenerational teams: a systematic review","authors":"Cherise M. Burton, C. Mayhall, Jennifer Cross, P. Patterson","doi":"10.1108/tpm-12-2018-0075","DOIUrl":"https://doi.org/10.1108/tpm-12-2018-0075","url":null,"abstract":"\u0000Purpose\u0000Therefore, the purpose of this paper is to review the existing literature on multigenerational teams, to evaluate the maturity of the research area, identify key themes, and highlight areas for future research. Generational differences in the workforce are becoming a critical factor, as four generations (Veterans/Traditionalists, Baby Boomers, Generation X and Generation Y/Millennials) currently co-exist, and a fifth generation (Generation Z) stands poised to enter the workforce. To manage these differences effectively, organizations must first understand the various generations and, ultimately, their interaction and engagement with each other. Whereas some literature on the differences between the generations and how they pertain to the organizational work environment exists, currently, it is unclear what is known about how these differences impact the performance of multigenerational teams.\u0000\u0000\u0000Design/methodology/approach\u0000This paper presents a systematic literature review on teams and generational differences. A total of 7 platforms were included, resulting in 121 articles in the final paper set.\u0000\u0000\u0000Findings\u0000The review confirmed a low presence of literature related to generational differences and teams, implying the knowledge area is currently immature; however, despite this, there is an upward trajectory in publications and citations over the past few years, and existing publications and citations span a number of countries, suggesting a likelihood of significant growth in the research area in the near future. Further, key themes were identified in the current literature relating to commitment, leadership, team dynamics, conflict and wages and work environment.\u0000\u0000\u0000Research limitations/implications\u0000Only seven platforms were included in this review, although the seven platforms chosen are believed to provide comprehensive coverage of the field. The search strings used were “generation” and “team,” which was the word combination found to produce the largest number of results in preliminary trials; however, it is possible that using additional word combinations might have yielded some additional papers. Finally, the review was limited to English-language articles (or their translations); although, ultimately, only two articles were eliminated because of lack of an English language version.\u0000\u0000\u0000Practical implications\u0000The findings can be used by organizations to identify factors of interest in managing multigenerational teams, as well as what is currently known about influencing those factors to achieve more positive team outcomes.\u0000\u0000\u0000Originality/value\u0000To the best of the authors’ knowledge, this appears to be the first systematic literature review on generational differences in teams. Given the importance of this topic, this review is critical to provide a baseline on what is currently known in the field and existing research and practice gaps.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128834412","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":"Social value orientation and work group outcomes","authors":"Gary D. Jones, Denise M. Cumberland, Meera Alagaraja","doi":"10.1108/tpm-01-2019-0009","DOIUrl":"https://doi.org/10.1108/tpm-01-2019-0009","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to propose and predict an improved model for antecedents to work group productivity.\u0000\u0000\u0000Design/methodology/approach\u0000The Campion work group effectiveness model (CWGEM) provides a wide variety of variables or constructs to predict and measure the effectiveness of a team, but suffers from limitations. This paper introduces social value orientation (SVO) and suggests its potential utility as an alternative conceptualization of certain portions of CWGEM, which, based on the literature reviewed, has the potential to explain differences in social support, workload sharing and communication and cooperation within groups, resulting in one measure more efficiently replacing three.\u0000\u0000\u0000Findings\u0000A series of testable propositions offering revisions to CWGEM is presented, along with special consideration for the inclusion of SVO as a predictor of work group outcomes. This paper expands on a theoretically developed empirical model that can predict differences in work group production.\u0000\u0000\u0000Research limitations/implications\u0000The revision to CWGEM presented here requires empirical validation, but work group conflict could benefit from an additional factor that explains interpersonal conflict, as SVO does.\u0000\u0000\u0000Originality/value\u0000The authors’ primary contribution is offering a revision to CWGEM that could provide an improved explanation for differences in work group productivity using SVO and a model that could result in a more efficient and better measure.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132827417","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 flow in teams: team vibration as emergent property, metaphor and surrogate measure","authors":"P. Moura, Carlo Gabriel Porto Bellini","doi":"10.1108/tpm-12-2018-0072","DOIUrl":"https://doi.org/10.1108/tpm-12-2018-0072","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to contribute to the literature on team management and flow theory by framing shared flow in teams (SFT) as a unique construct of much interest for team performance, as well as by proposing team vibration as a metaphor and measurable property of SFT.\u0000\u0000\u0000Design/methodology/approach\u0000An inductive approach is used to identify the occurrence of SFT by means of team vibration, and scale development procedures are used to offer an instrument to measure team vibration.\u0000\u0000\u0000Findings\u0000The current state of knowledge does not allow researchers and team leaders to assume that flow in teams depends on team members being in full flow too. Accordingly, it is shown that SFT is an emergent phenomenon of the complex interaction of team members, thus not corresponding to the mere aggregation of flow of individual team members. Moreover, it is also shown that the emergent property of team vibration is an efficient surrogate measure for SFT because it enables better communication in measurement.\u0000\u0000\u0000Practical implications\u0000Team managers should hire professionals that contribute to high levels of vibration in teams because this is expected to leverage desirable team processes and outcomes. Such individuals possess an ideal balance of individual and group focus. However, the authors warn that managers should be careful in assuming that individuals in full state of flow are necessary for the occurrence of flow in teams.\u0000\u0000\u0000Originality/value\u0000This study frames SFT as a unique construct in the literature of flow in groups, in addition to developing a metaphor and surrogate measure (team vibration) and a measurement instrument.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116243697","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 integration team’s diagnosing of context, spanning boundaries and creating psychological safety within a multiteam system","authors":"R. Huggins, C. Scheepers","doi":"10.1108/TPM-12-2018-0071","DOIUrl":"https://doi.org/10.1108/TPM-12-2018-0071","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study is to explore how integration teams can build trusting relationships in component teams to enhance their leadership capability within multiteam systems to achieve common superordinate goals. The study investigates how an integration team diagnoses contextual dynamics to enhance understanding of goals in component teams and spans boundaries to create trusting relationships.\u0000\u0000\u0000Design/methodology/approach\u0000The proposed model was tested by surveying 396 respondents nested within component teams working within five South African manufacturing companies. Structural Equation Modeling was used to analyse the data.\u0000\u0000\u0000Findings\u0000The study reveals that by diagnosing the contextual dynamics within a multiteam system and through boundary spanning, an integration team builds trusting relationships, which will, ultimately, enable teams to achieve common superordinate goals.\u0000\u0000\u0000Practical implications\u0000This study offers organisations insights into how multiple component teams of different functional disciplines can work effectively towards achieving an overall or common superordinate goal. It offers insights on how to mitigate misalignment challenges by implementing an integration team within the multiteam system context.\u0000\u0000\u0000Originality/value\u0000Research participants were employees within a manufacturing context, which sets this study apart from many previous ones conducted in a simulated environment within a military context. The study investigates building trusting relationships among multiple component teams within a multiteam system through the implementation of an integration team, which has not been specifically addressed in previous studies.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116664076","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":"Examining the relationships among cognitive diversity, knowledge sharing and team climate in team innovation","authors":"D. Rahmi, N. Indarti","doi":"10.1108/TPM-11-2018-0070","DOIUrl":"https://doi.org/10.1108/TPM-11-2018-0070","url":null,"abstract":"\u0000Purpose\u0000This study aims to examine the role of knowledge sharing as a mediating variable on the effect of cognitive diversity on team innovation. Additionally, the study also tests the role of a moderating variable team climate on the relationship between cognitive diversity and knowledge sharing.\u0000\u0000\u0000Design/methodology/approach\u0000The study used an explanatory approach to test the hypothesis. A survey with structured questionnaires was distributed to 39 creative teams between radio and television broadcasting institutions in the Province of Yogyakarta, Indonesia.\u0000\u0000\u0000Findings\u0000The current study shows cognitive diversity has a significant association with knowledge sharing, and knowledge sharing positively associated with team innovation. The findings of this study indicate that team climate moderates the relationship between cognitive diversity and knowledge sharing. Additionally, knowledge sharing is found not to be a significant mediation on the relationship between cognitive diversity and team innovation.\u0000\u0000\u0000Research limitations/implications\u0000The study promises to examine how diverse teams work particularly in the context of creative teams in radio and television broadcasting institutions. However, this study only focuses on relationships; it does not examine the processes underlying those relationships. This study implies for future research agenda focusing on the mechanism affecting the relationships. Additionally, examining the relationship model in the context of a less-creative team such as banking industry could also a call for future research.\u0000\u0000\u0000Practical implications\u0000The results of the study contribute to managerial implications which suggest that to enhance team innovation, a team leader must design a comfortable working climate that stimulates productive knowledge sharing.\u0000\u0000\u0000Originality/value\u0000The study provides a comprehensive understanding of knowledge sharing and team climate on the relationship between cognitive diversity and team innovation, which are missing in previous empirical studies. Then, the study is relevant because of inconclusive findings from past studies examining the relationship between cognitive diversity and team innovation.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121276567","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}