Team Performance Management: An International Journal最新文献

{"title":"“You have got a friend”","authors":"Caroline Ruiller, B. Heijden, Frédérique Chédotel, M. Dumas","doi":"10.1108/TPM-11-2017-0069","DOIUrl":"https://doi.org/10.1108/TPM-11-2017-0069","url":null,"abstract":"\u0000Purpose\u0000As a way to enable employees to work distantly, teleworking has gained a growing interest in companies. At the same time, management challenges regarding the teleworkers’ risk of isolation, coupled with the need to maintain cohesion for the dispersed team, to give an example, are various. How can management practices help to maintain adequate levels of perceived proximity for a dispersed team’s members? The purpose of this paper is to answer this question. Referring to a particular person’s perception of how close or how far another person is, the concept of perceived proximity is mobilized. This Telecom case study is based on 22 interviews with human resources directors, managers and teleworkers. While the results of this study appear to corroborate empirically the theoretical model as proposed by O’Leary et al. (2014), they also propose nuances, highlighting the importance of the interpersonal relationship to expand the perceived proximity and stressing the need for both distant and face-to-face exchanges. They also help to understand which management practices can influence perceived proximity. In particular, they help to understand the role of communication and collective identity and support the importance of the e-leader. Finally, the results highlight two remote management modes that will be discussed elaborately.\u0000\u0000\u0000Design/methodology/approach\u0000The authors conducted a single in-depth case study of Telecom as a unique case study; it is useful to analyze new and complex phenomena for which theoretical development is emerging and the consideration of the context is essential (Yin, 2013). In total, 22 interviews were conducted with the human resources directors, managers and teleworkers. Lasting between 40 and 130 min each, the interviews were all fully transcribed and analyzed using an iterative thematic content analysis. The authors first manually analyzed the data on the basis of the social regulation theory to interpret the local and the combined regulation (that is say to how the managers and the teleworkers co-build the rules to work being distant) the telework implied between managers, teleworkers and their co-workers (Authors, 2018). Two emerging codes led the authors to reinterpret the data, compared to the initial interpretative framework. The authors thus transformed the coding and recoded the 22 interviews (Bacharach et al., 2000, p. 713; cited by Gibbert et al. 2010, p. 58) around the objective/subjective working time and information and communication technology (ICT) use and the perceived proximity: shared identity and perceived proximity, and communication and perceived proximity.\u0000\u0000\u0000Findings\u0000First, the level of ICT use and the accompanying objective and subjective perceptions with regard to working time are reported and positive perceptions for the employees are determined because of the timing flexibility the ICT determines. Second, the ICT use is presented in relation to the managerial and collegial proximity perceived","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122837171","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 space between – linking trust with individual and team performance in virtual teams","authors":"K. Jaakson, Anne Reino, P. McClenaghan","doi":"10.1108/TPM-03-2018-0024","DOIUrl":"https://doi.org/10.1108/TPM-03-2018-0024","url":null,"abstract":"\u0000Purpose\u0000Understanding the relationship between performance and trust in virtual teams is receiving significant attention due to “connected” virtual team contexts becoming more prevalent. This paper reports on new findings relating to the dynamics of trust and performance in virtual team contexts. The study aims to explore the evolution of trust and its mediating role in determining the performance of virtual teams, as well as to investigate if and how performance itself affected trust.\u0000\u0000\u0000Design/methodology/approach\u0000The study is based on a longitudinal quantitative survey of 71 international virtual student teams working in four universities in Finland, Estonia, Latvia and Russia.\u0000\u0000\u0000Findings\u0000In line with swift trust and social norms theory, the authors found that relatively high levels of initial trust did not change over the period of the teams’ projects in general, but in teams where feedback on performance was negative, both trust and trustworthiness declined significantly. Trust had a small mediating effect between group performances in two consecutive measurement points, meaning that past performance had an impact on trust, which in turn impacted the teams’ next performance. However, no mediating effect was present between individual and team performance.\u0000\u0000\u0000Practical implications\u0000The authors conclude that managing virtual teams should concentrate on team actions and achieving and recognising small quick wins at least as much as dealing with trust, specifically. Negative performance feedback should not deteriorate members’ perception of benevolence and integrity in the team.\u0000\u0000\u0000Originality/value\u0000The paper distinguishes the dynamics of two trust components and tests new models with these as partial mediators in determining virtual team performance. Importantly, the authors challenge the notion that emotional component of trust, perceived trustworthiness, is less relevant in virtual teams.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127859740","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":"Why individual employee engagement matters for team performance?","authors":"Md. Aftab Uddin, Monowar Mahmood, L. Fan","doi":"10.1108/TPM-12-2017-0078","DOIUrl":"https://doi.org/10.1108/TPM-12-2017-0078","url":null,"abstract":"Adopting a multi-level research approach, this study aims to investigate the impact of employee engagement on team performance. It further explores the mediating effects of employee commitment and organizational citizenship behaviour on the employee engagement–team performance relationship.,The study follows a quantitative method. Data were collected through a self-administered questionnaire survey using snowball and convenience sampling. Descriptive statistics and bi-variate correlation analyses were conducted using SmartPLS 2 and SPSS 20 software, and subsequently, a structural equation model was developed.,The study suggests that better employee engagement could improve team performance in organizational contexts. Organizational commitment and citizenship behaviour played a mediating role in the employee engagement–team performance relationship. Further research on the meditating effects of demographic factors is suggested to advance knowledge in the employee engagement domain.,Based on premises of the social exchange theory and the employee stewardship theory, the study integrates multi-level variables to impact of individual employee engagement on organizational team performance. The findings of the study contribute to the existing literature by providing empirical evidence of the impact of individual-level variables on team-level performance. It reiterates the need for multi-level modelling of organizational behavioural research.,The study used a multi-theoretical approach to investigate team performance in organizational contexts, i.e. individual employee engagement, organizational commitment and organizational citizenship behaviour. This integrated model using predictors from multiple levels demonstrates that team performance could be enhanced from interactions of different factors of individual behaviour.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128091037","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 multiteam systems learn","authors":"V. Sessa, M. London, M. Wanamaker","doi":"10.1108/TPM-06-2018-0039","DOIUrl":"https://doi.org/10.1108/TPM-06-2018-0039","url":null,"abstract":"PurposeExtending a model of how teams learn, this paper aims to present a model of multiteam system (MTS) learning, comparing similarities and differences between how MTSs learn and how component teams learn. The paper describes the value of adaptive, generative and transformative learning for increasing MTS development over time.Design/methodology/approachThe model proposes that environmental demands trigger adaptive, generative and transformative MTS learning, which is further increased by the MTS’s readiness to learn. Learning can happen during performance episodes and during hiatus periods between performance episodes.FindingsLearning triggers coupled with readiness to learn and the cycle and phase of MTS process influence the learning process (adaptive, generative or transformative), which in turn influences the learning outcomes.Research/limitations implicationsThe study offers a number of research propositions with the idea that the model and propositions will stimulate research in this area.Practical implicationsThis model allows MTS and component team leaders and facilitators to recognize that MTS learning is a process that is needed to help component teams work together and help the MTS as a whole perform in current and future situations, thereby improving MTS effectiveness.Originality/valueLittle attention has been given to the notion that MTSs learn and develop. This manuscript is the first to emphasize that MTSs learn and identify processes that can improve learning. Adaptive, generative and transformative processes describe how MTSs learn and produce changes in MTS structure and actions.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126560102","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":"Investigating the relationships among team emotional intelligence, trust, conflict and team performance","authors":"Azadeh Rezvani, R. Barrett, Pouria Khosravi","doi":"10.1108/TPM-03-2018-0019","DOIUrl":"https://doi.org/10.1108/TPM-03-2018-0019","url":null,"abstract":"PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116737866","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":"Self-efficacy and emotional intelligence","authors":"Janine Black, Kihwan Kim, Shanggeun Rhee, Kai Wang, Sut Sakchutchawan","doi":"10.1108/TPM-01-2018-0005","DOIUrl":"https://doi.org/10.1108/TPM-01-2018-0005","url":null,"abstract":"PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125241358","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":"Exploring m-leader affordances: team leaders and mobile technologies","authors":"Curt A. Gilstrap","doi":"10.1108/TPM-02-2018-0014","DOIUrl":"https://doi.org/10.1108/TPM-02-2018-0014","url":null,"abstract":"PurposeThis paper aims to examine how mobile technologies impact virtual team leaders and provides insight into how mobile technologies afford leaders varied capacity to accomplish their team work.Design/methodology/approachThe author addresses the research questions by assessing a large, qualitative data set drawn from surveyed mobile team leaders, analyzing the data using Leximancer software to explore naturally emerging concepts and then interpreting the data thematics using axial coding.FindingsIn addition to demonstrating that virtual team leaders are well aware they use mobile technologies regularly, this paper also suggests e-leaders be known as m-leaders, clarifies the entanglements of mobility and leadership practices and offers insight into the m-leader affordance dimensions of multimediality, multimodality, multichronicity and multimotility.Originality/valueThis paper is among the first to investigate team leaders relative to mobile technology as well as what such technology offers m-leaders and mobile teams. Additionally, the size of the data set provides unique insight into m-leaders’ experiences across myriad sectors.","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125676612","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":"Information systems project teams: factors for high performance","authors":"I. Moura, C. Dominguez, J. Varajão","doi":"10.1108/TPM-03-2018-0022","DOIUrl":"https://doi.org/10.1108/TPM-03-2018-0022","url":null,"abstract":"\u0000Purpose\u0000The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment.\u0000\u0000\u0000Design/methodology/approach\u0000The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions.\u0000\u0000\u0000Findings\u0000Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management).\u0000\u0000\u0000Originality/value\u0000This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133720313","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":"Learning not to underestimate","authors":"Nicoleta Meslec, Ishani Aggarwal","doi":"10.1108/TPM-01-2018-0006","DOIUrl":"https://doi.org/10.1108/TPM-01-2018-0006","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is twofold. First, it aims to isolate a new mechanism (i.e. underestimation judgments) through which gender (percentage of women in a group in particular) influences group synergy, or the extent to which groups are able to perform better than their composing members. Second, it aims to explore further the extent to which underestimation judgments are prone to change and adjustment as a result of participating in social contexts, such as groups.\u0000\u0000\u0000Design/methodology/approach\u0000The sample consisted of 278 student participants (161 women), nested within 66 groups. Participants performed a series of cognitive tasks with correct answers and had to rate how confident they were in the answers given.\u0000\u0000\u0000Findings\u0000Gender composition in terms of percentage of women is positively related to underestimation within groups and this negatively affects group synergy. The data also show that women underestimate less or improve the accuracy of their performance self-evaluation judgments after group interaction, thereby highlighting a factor (group experience) that helps women gain greater accuracy about their performance.\u0000\u0000\u0000Research limitations/implications\u0000Further research could explore the extent to which underestimation judgments are present in various organizational contexts and the extent to which they are prone to change.\u0000\u0000\u0000Practical implications\u0000Organizations and universities are invited to reflect on the relevance of self-beliefs (and underestimation in particular) on the accomplishment of cognitive tasks. Practices and policies should be geared toward the enhancement of self-knowledge accuracy, with a particular focus on the female population.\u0000\u0000\u0000Originality/value\u0000This paper identifies a new mechanism through which gender influences group synergy: underestimation judgments.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116627818","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 systematic investigation of absorptive capacity and external information search in groups","authors":"P. Curșeu, H. Pluut","doi":"10.1108/TPM-09-2017-0047","DOIUrl":"https://doi.org/10.1108/TPM-09-2017-0047","url":null,"abstract":"\u0000Purpose\u0000This paper aims to test the influence of external information search (EIS) on knowledge elaboration and group cognitive complexity (GCC) under the moderating effect of absorptive capacity (AC is indicated by prior knowledge base and gender diversity).\u0000\u0000\u0000Design/methodology/approach\u0000The results of three studies (one field study and two experimental studies) are reported. The first study tests the interaction between EIS and the two dimensions of AC on group knowledge elaboration in a sample of 65 organizational groups. In the second study, EIS was directly manipulated and the interaction with AC in a sample of 65 groups was tested. In the last experimental study, the AC of the boundary spanner (highest level of expertise versus lowest level of expertise) was manipulated and the effects of EIS in a sample of 37 groups were tested.\u0000\u0000\u0000Findings\u0000The first study reveals a significant interaction between EIS and prior knowledge base on knowledge elaboration and points toward a compensatory interplay of EIS and AC on GCC. The results of the second study indicate that EIS increases the time spent on task, as well as the efficiency of knowledge integration (GCC per unit of time). Furthermore, EIS has the strongest positive effect on GCC in groups in which at least one of the AC dimensions is average or high. The results of the last study show that the AC of the boundary spanner compensates for the lack of absorptive capacity of the group and also show that the cognitive distance between the boundary spanner and the rest of the group has a negative influence on the efficiency of knowledge integration in groups.\u0000\u0000\u0000Research limitations/implications\u0000The limitations of Study 1, common to non-experimental research (related to causality), are dealt with in the second and third studies that establish causality between EIS and GCC.\u0000\u0000\u0000Practical implications\u0000The paper has important implications for the management of information search effort in organizational groups, in particular the groups are advised to: engage in EIS to increase their cognitive repertoire and cognitive complexity, delegate, when possible, their most competent members to engage in boundary spanning activities as they will maximize the cognitive benefits of EIS and finally minimize the cognitive dissimilarity between the boundary spanner and the rest of the group to facilitate the effective integration of novel insights into the group cognition.\u0000\u0000\u0000Originality/value\u0000This study is among the first empirical attempts to uncover the causal effect of EIS on knowledge elaboration and GCC in groups and to uncover the role of the boundary spanner in the EIS efforts.\u0000","PeriodicalId":150524,"journal":{"name":"Team Performance Management: An International Journal","volume":"111 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114589570","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}