Matthew A Hawkins, Mahamadou Biga Diambedou, Sandrine Jacob Leal
{"title":"Who Do You Think You are? An Experimental Study on Shared Identity and Team Performance","authors":"Matthew A Hawkins, Mahamadou Biga Diambedou, Sandrine Jacob Leal","doi":"10.2139/ssrn.3546846","DOIUrl":"https://doi.org/10.2139/ssrn.3546846","url":null,"abstract":"Relying on teams can lead to better performance than relying on individuals but poor integration or team coordination can undermine performance. While extant research focuses on the role a shared team identity has on team performance, this work investigates whether and how having a shared task-relevant identity and knowledge, like project management, can positively affect behavioral integration, and ultimately team performance. Therefore, the aim of this work is twofold, first, to determine whether and how shared task-relevant identity and knowledge can affect behavioral integration. Second, to understand the process through which shared knowledge can improve team performance. To this end, we implement two field experiments wherein randomly assigned teams work on \u0000 \u0000(1) a short-term project (Study 1); \u0000 \u0000(2) a medium-term project (Study 2). \u0000 \u0000Our study suggests that only shared task-relevant identity levels lead directly to higher behavioral integration and not having shared task-relevant knowledge. However, we show that having task-relevant knowledge motivates team members to take on the task’s identity. Lastly, we find that behavioral integration mediates the shared task-relevant identity and team performance relationship. Overall, our results shed new light on team performance and formation. In particular, we demonstrate that shared identity plays a crucial role in how teams function. The implications of this work are discussed in terms of team selection and management. For instance, when forming teams it may not be enough to select members based on what they know but one should consider who they think they are.","PeriodicalId":226129,"journal":{"name":"CommRN: Organizational Identity (Topic)","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127876976","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":"Actors and Strategies of the Bureaucratic Reputation Game","authors":"L. Picci","doi":"10.2139/ssrn.2356274","DOIUrl":"https://doi.org/10.2139/ssrn.2356274","url":null,"abstract":"I provide a description of what I call the \"bureaucratic reputation game\", by defining the incentives of the relevant actors, their likely preferences, their available strategies, and how the playing out of such strategies produces organizational outputs. The main conclusions are twofold. First, we should not take it for granted that public organizations benefit from having a good reputation. We have good reasons to expect that public administrators, and even more so their political principals, should often be \"reputation satisficers\", as opposed to maximizers. Second, when desiring to improve the reputation of a public organization, the most straightforward route is to improve the organization itself. Communication strategies do have a role in the bureaucratic reputation game, but it a subtle one and, overall, they should be employed with much care.","PeriodicalId":226129,"journal":{"name":"CommRN: Organizational Identity (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129836614","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}
J. Moses, Idorenyin Akpan, Obukoadata Ogheneruke Presly
{"title":"Enhancing Corporate Reputation Through a Deconstruction of Issues and Crises Roles","authors":"J. Moses, Idorenyin Akpan, Obukoadata Ogheneruke Presly","doi":"10.7176/NMMC.VOL1632-41","DOIUrl":"https://doi.org/10.7176/NMMC.VOL1632-41","url":null,"abstract":"Overtime, the issues associated with corporate reputation have thrown several challenges at scholars who try to decipher what should and should not be an ideal reputation. With literatures suggesting that different publics have different perceptions of an organization whether the origin, length of planning circle, quantum and scale of branding engaged by such organizations matter or not (Hatch and Schultz, 2008) and the fact that the individual specific circumstances of message reception interact with the changing behaviour and activities of an organization , (L’etang and Pieczka, 2006); this paper adopted a critical analysis approach to identify issues in image and reputation building, situate the issues in the context of corporate values; and, appraised how such issues associated with the roles played during crises can help in enhancing corporate reputation. Keywords: Corporate reputation, corporate issues, Crises, Crises Roles, Deconstruction","PeriodicalId":226129,"journal":{"name":"CommRN: Organizational Identity (Topic)","volume":"89 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123688578","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}