Team Performance Management最新文献

{"title":"Trust and performance in business teams: a meta-analysis","authors":"Amy M. Morrissette, Jennifer L. Kisamore","doi":"10.1108/tpm-02-2020-0012","DOIUrl":"https://doi.org/10.1108/tpm-02-2020-0012","url":null,"abstract":"The purpose of this study is two-fold. First, the nature of the relationship between team trust and team performance in the business context is determined. Second, both team design (team size and team type) and methodological moderators (source of criterion measure and study date) of the relationship are assessed.,A random-effects meta-analysis was performed on published and unpublished empirical studies. Subgroup moderator analyses were conducted using Cochran’s Q. Continuous moderator analyses were conducted using meta-regression.,Data from 55 independent studies (3,671 teams) were pooled. Results indicated a large, positive relationship between team trust and team performance in real business teams. Further analyses indicated that the relationship was significantly moderated by business team type, team size and source of criterion measure.,Results indicate that different team types, sizes and performance criteria should not be treated as equivalent. Results are based on cross-sectional research and can only be generalized to business teams.,Managers should be attentive to trust issues in work teams, as they may portend future performance problems or mirror other organizational issues that affect team performance. Team function and size predict how team trust is related to team performance.,The present study answers a call by Costa et al. (2018) for additional investigation of moderators of the trust-performance relationship in teams using a quantitative review of studies.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-02-2020-0012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49302375","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":"Framework of on-board team effectiveness: a qualitative study of shipping industry","authors":"S. Jha","doi":"10.1108/tpm-02-2020-0010","DOIUrl":"https://doi.org/10.1108/tpm-02-2020-0010","url":null,"abstract":"Marine experts have recognised the importance of on-board teamwork for a ship’s safe operation. The purpose of the study is to develop a framework of “on-board team effectiveness” as perceived by the seafarers with the help of conceptual categories discovered from the study. It describes and explain how members of floating shipboard team operates in a global environment which is dynamic, complex and full of challenges.,Qualitative research design was used to study wherein the grounded theory approach was adopted for data analysis. A purposive sample of 44 Indian seafarers covering all ranks and departments of the shipboard team were selected for the study. Primary data were collected through long interviews and focused group discussions with the respondents. Secondary data were collected through industry periodicals.,Ten conceptual categories were developed, and their interplay was identified to understand various aspects of shipboard team working in different contexts.,The insights gained from the study can be used to enhance shipboard team’s working and safe operation of the ship.,The study is unique in addressing team effectiveness issues of shipboard teams. Understanding teamwork effectiveness of a culturally diversified shipboard team shall facilitate safe working practices and act as a deterrent to human errors, which causes accidents and incidents.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-02-2020-0010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47484342","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":"Adult third culture kids: expatriate potential is one piece of the puzzle","authors":"Megan Nash","doi":"10.1108/tpm-11-2019-0108","DOIUrl":"https://doi.org/10.1108/tpm-11-2019-0108","url":null,"abstract":"Adult third culture kids (ATCK) have been identified as a potential source for global business because of their experience in expatriation and increased intercultural competence. The purpose of this paper is to build on existing research focused on this population and to highlight crucial areas for further study to gain more comprehensive insight to their potential in working teams.,This viewpoint design reviews previous literature and research on ATCK and their potential for business expatriation and raises questions for areas of necessary further research to better understand their impact upon assignment.,There is strong support for ATCK suitability and inclination for expatriate assignment from previous literature. There is much unknown about their performance upon expatriation and a need for further research specific to ATCK performance in teams and organizations.,This study poses questions about translating ATCK experience into team performance; emphasizes the challenges in isolating one trait in personal development and the risks of conflating ATCK experience in professional capabilities.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-11-2019-0108","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44720073","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 study of the influence of project managers’ signature strengths on project team resilience","authors":"J. Karlsen, M. Berg","doi":"10.1108/tpm-12-2018-0081","DOIUrl":"https://doi.org/10.1108/tpm-12-2018-0081","url":null,"abstract":"This paper aims to study the influence of project managers’ signature strengths on project team resilience.,The authors performed a qualitative multiple case study design to explore the research question. Open-ended interviews, site visits, observations and documents were the data sources. The authors used character strengths and virtues within positive psychology as a theoretical framework in the data analysis.,The main finding of this study is that the project manager’s use of signature strengths influences the resilience of the project team. The cross-case analysis revealed four signature strengths – leadership, open-mindedness, persistence and hope – that influenced team resilience in all three studied cases.,Future research should investigate other organizations, types of projects and countries so that the findings may be generalized.,This paper provides managers and teams with useful insights on signature strengths and team resilience. The findings stress the importance of managers being aware of their signature strengths and knowing how to use them. As the working situation today is often more complex, uncertain and difficult than ever, it is important to have resilient managers and teams.,This study contributes to increased knowledge on signature strengths and team resilience.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-12-2018-0081","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441546","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":"Personality configurations in teams: a comparison of compilation and composition models","authors":"Kathryn Ostermeier, Mark A. Davis, R. Pavur","doi":"10.1108/tpm-09-2019-0097","DOIUrl":"https://doi.org/10.1108/tpm-09-2019-0097","url":null,"abstract":"The purpose of this study is to examine the facilitating and inhibiting influence of team-level negative affectivity and conscientiousness on a dyad of emergent states, adopting and comparing both the composition and compilation perspectives.,Data were collected over three time points from 410 undergraduate students nested within cross-functional project teams (N = 62). The data, including individual self-reports and judges’ ratings of team performance, were aggregated to the team-level using both composition (mean) and compilation (skewness) approaches.,The findings indicate that mean-levels of negative affectivity were associated with decreased psychological safety. The use of skewed conscientiousness counterintuitively suggests too many highly conscientious members can also be detrimental to psychological safety. Psychological safety influences team potency and ultimately performance.,The results of this study highlight that the aggregation approach used is important. For example, the use of skewed (but not mean-level) conscientiousness brought an undetected and counterintuitive relationship to light. Future research should use compilation approaches in addition to composition approaches.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-09-2019-0097","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41707112","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 Magellan effect – training future naval officers for mission command","authors":"E. Sjøvold, Odd Arne Nissestad","doi":"10.1108/tpm-01-2018-0008","DOIUrl":"https://doi.org/10.1108/tpm-01-2018-0008","url":null,"abstract":"Officers in post-cold war military operations frequently encounter situations that are not easily handled through central control and chain of command, but demand a more flexible leadership style and the ability to yield some control to subordinates. This study aims to investigate what it takes to train military leaders to master such Maneuver Warfare skills in a culture that still, unconsciously, fosters a chain of command structure.,Using a quasi-experimental pre-post design, the authors studied 30 teams of naval cadets (n = 228) in three separate Leadership Development Programs, each of 12 months full time duration. In the three otherwise identical programs, the authors varied one of the major exercises (sailing) both in duration and degree of structure and challenge. Parameters of team interaction were measured using the Systematizing the Person-Group Relation method and summarized in a construct labeled synergy.,One of the cohorts showed a significant positive effect. This cohort sailed a barque for ten weeks, crossing the Atlantic during winter storms. Apart from the clear mission of sailing the ship safely back to its home haven, they received no further instructions or training. Although the duration and the challenge likely count for part of the result, the authors argue that the lack of initial structure combined with a shared mission were more important.,Because of the cost and time involved in each program, it was not possible to independently vary duration, structure and mission. As a result, conclusions as to the reason for the greater positive effect seen in one of the programs cannot be definitively determined.,The study contributes to the understanding of the effect of unstructured situations on building Maneuver Warfare skills.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-01-2018-0008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41636374","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 cognition in intercultural teams: collaborating without understanding each other","authors":"Frode Heldal, E. Sjøvold, Kenneth Stålsett","doi":"10.1108/tpm-06-2019-0051","DOIUrl":"https://doi.org/10.1108/tpm-06-2019-0051","url":null,"abstract":"Severe misunderstandings have been proved to cause significant delays and financial overruns in large engineering projects with teams consisting of people from Western and Asian cultures. The purpose of this study was to determine if differences in shared cognition may explain some of the crucial misunderstandings in intercultural production teams.,The study has used systematizing the person–group relationship (SPGR) survey methodology, supported by interviews, to study mental models in six South Korean teams that also includes Norwegian engineers (52 individuals). In so doing, the study uses the theoretical framework of Healey et al. (2015), where X-mental representations involve actions that are automated and subconscious and C-mental representations involve actions that are verbalized reasonings and conscious. People may share mental models on the X-level without sharing on the C-level, depicting a situation where teams are coordinated without understanding why (surface discordance).,The findings of the study are that people with different cultural backgrounds in an intercultural team may learn to adapt to each other when the context is standardized, without necessarily understanding underlying meanings and intentions behind actions (surface discordance). This may create a perception about team members not needing to explicate opinions (sharing at the C-level). This in turn may create challenges in anomalous situations, where deliberate sharing of C-mental models is required to find new solutions and/or admit errors so that they may be adjusted. The findings indicate that the non-sharing of explicated reasonings (C-mental models) between Norwegians and Koreans contributed in sharing C-mental models, despite having an implicit agreement on how to perform standard tasks (sharing X-mental models).,The study is limited to Norwegians and Koreans working in production teams. Future studies could benefit from more cultures and/or different team contexts. The authors’ believe that the findings may also concern other standardized environments and corroborate previous perspectives on intercultural teams needing to both train (develop similar X-mental representations) and reflect together (develop similar C-mental representations).,Based on our findings we suggest the using of cross-cultural training at a deeper level than previously suggested, training in both social interaction patterns as well as verbalizing logical reasoning together. This entails reaching a shared and joint understanding of not only actions but also values, feelings and teamwork functions. This can be enabled by group conversations and training in dynamic team patterns. Important is, however, that standardized contexts may dampen the perception of the need to do both.,The study contributes to current research on intercultural teams by focusing on a dual-mode perspective on shared cognition, relating these to contextual factors. In this, the authors’ answer the call in previous resea","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-06-2019-0051","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44554382","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 factors impacting interdisciplinary university research teams of small size","authors":"O. Tkachenko, Alexandre A. Ardichvili","doi":"10.1108/tpm-07-2019-0068","DOIUrl":"https://doi.org/10.1108/tpm-07-2019-0068","url":null,"abstract":"This study aims to explore key factors influencing the work of interdisciplinary university research teams of small size.,This is a multiple-case study of four interdisciplinary university research teams of small size in which science and/or engineering was an important component.,Data analysis revealed 17 critical factors classified into five groups. Although some factors were more influential than others, it was rather multiple factors at various levels of analysis, and not a single factor, that influenced the work of research teams. Another important finding was the identified need to develop project management capacity of university researchers. The study also revealed two strategies, conditioned on the availability of funds, that small university research teams use as a way to adapt to situational demands and research opportunities.,Although previous research examined various aspects pertinent to the work of industry research teams and large research groups, empirical research into interdisciplinary university research teams of small size has been limited.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-07-2019-0068","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46767346","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":"Context and person-oriented leader in teams: a meta-analytical review","authors":"Meltem Çeri-Booms","doi":"10.1108/tpm-11-2019-0111","DOIUrl":"https://doi.org/10.1108/tpm-11-2019-0111","url":null,"abstract":"The research studies the role of contextual moderating variables on the relationship between person-oriented leadership behaviors (POLBs) and team performance. The authors claim that the varying effect sizes between POLBs and team performance are large because of the context the team is functioning in. Therefore, based on the framework of Johns (2006), this paper aims to investigate the moderating role of the relevant demographic (leader gender), social (in-group collectivism and team size), task (skill differentiation) and methodological (common method bias and the rater of the team performance) contextual variables in the study.,The authors accumulated evidence from 48 independent primary studies (N team = 4,276) to run the meta-analytic analyses. The authors followed the procedures described by Schmidt and Hunter (2015). For the categorical moderators, the analyzes were aided by the Hunter–Schmidt meta-analysis programs (2.0) (Schmidt and Le, 2014), which is an interactive software using a random-effects model. In the analyzes for the continuous moderators, the authors used Lipsey and Wilson’s (2001) statistical package for the social sciences macros and run meta-regressions using a random-effects model with unrestricted maximum likelihood.,The results indicate that the relationship weakens when female leaders exhibit these behaviors and when the team size increases. On the other hand, in-group collectivism strengthens the relationship. The study also found that the common method bias and the assessment method of the team performance are significant moderators altering the relationship.,The study highlights the perceptual differences and biases based on leader gender. Acknowledging these biases may help practitioners to appreciate the female qualities in leadership and decrease the undervaluation of female effectiveness. To create high-performing teams, leaders in high in-group collectivist countries are expected to develop a family feeling in the team by showing their concern for personal issues and build close interpersonal relationships. Researchers should use multiple sources to assess the predictor and criterion variables and also opt for more objective assessment methods for team performance.,With this study, the authors follow a substantively different perspective compared to the past meta-analytic reviews on this relationship. Rather than testing the inquiry whether there is a relationship between the two variables, the authors specifically focus on the role of contextual moderating variables. Several researchers have acknowledged that contextual considerations are critical in leadership-team performance research. Nevertheless, the body of research remains to be not cohesive. Thus, the study answers a call in the leadership area for a more context-based and cohesive understanding of the effects of leadership on team performance.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-11-2019-0111","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46860930","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, psychological safety, and team decision making","authors":"Wencang Zhou, Zhung-Wei Zhu, D. Vredenburgh","doi":"10.1108/tpm-10-2019-0105","DOIUrl":"https://doi.org/10.1108/tpm-10-2019-0105","url":null,"abstract":"As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance.,Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety.,This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety.,The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further.,As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance.,This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-10-2019-0105","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46984262","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}