Team Performance Management最新文献

{"title":"Too much love will kill you: the development and function of group emotional awareness","authors":"S. Boroș, D. Vîrgă","doi":"10.1108/tpm-07-2019-0081","DOIUrl":"https://doi.org/10.1108/tpm-07-2019-0081","url":null,"abstract":"This paper aims to enhance clarity for the conceptualization and measurement of group emotional awareness by defining it as an emergent state. The authors explore the emergence of this state through two studies designed to explore the four characteristics (global, radically novel, coherent and ostensive) of emergent phenomena (Waller et al., 2016).,In Study 1, the authors explore in an experimental setting the formation of group emotional awareness and regulation as emergent states as a result of compositional effects (team members’ self-perceptions of their individual emotional awareness capabilities) and group norms regarding emotional awareness. Study 2 uses an experimental design to explore how pre-existing expectations of group emotional awareness, based on previous dyadic interactions between team members, can prevent conflict escalation (from task to relationship conflict) in project teams.,Individual perceptions of members’ own abilities and group norms interact in the emergence of group emotional awareness. Group emotion regulation can develop only under an optimal level of emergent group emotional awareness; groups that build emotional awareness norms compensate for their members’ low awareness and develop equally efficient regulatory strategies as groups formed of emotionally aware individuals. However, the conjunction of personal propensity towards awareness and explicit awareness norms blocks the development of regulatory strategies. Group emotional awareness (both as a developed state and as an expectation) reduces the escalation of task to relationship conflict.,Designing for the exploration of the four characteristics of emergence allowed us to gain new insights about how group emotional awareness emerges and operates too much awareness can hurt, and affective group expectations have the power to shape reality. These findings have strong implications for practitioners’ training of emotional awareness in organizations.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-07-2019-0081","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46272931","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":"Concrescent conversation environment, psychological safety, and team effectiveness","authors":"Obasi H. Akan, E. Jack, Anju Mehta","doi":"10.1108/tpm-07-2019-0079","DOIUrl":"https://doi.org/10.1108/tpm-07-2019-0079","url":null,"abstract":"This study aims to examine the relationship between concrescent conversation environment (CCE), psychological safety and team effectiveness. Although CCE has been known to influence team outcomes, little is known about how it influences them. Integrating the social constructionist and social psychology perspectives, this study argues that CCE ignites a climate of psychological safety resulting in “joint-action” necessary for positive team outcomes.,Survey data were collected from 301 team members from US firms operating in different industries. Data were analyzed using SmartPLS.,The study establishes CCE as an antecedent to psychological safety and demonstrates that psychological safety mediates the relationship between CCE and team effectiveness.,This is one of the initial studies to show how verbal behaviors socially construct team dynamics in the shape of psychological safety to influence team outcomes. In doing so, the authors advance the theory pertaining to the role of social exchanges in team processes and outcomes.,The results provide insights on how managers can improve team outcomes by influencing the conversational environment of the team to elicit feelings of psychological safety. The results also suggest that managers must focus on relational outcomes as well, along with performance outcomes.,From a social constructionist perspective, team development is built upon the verbal behaviors of the members as they pursue tasks. However, the extant group dynamics literature undervalues conversations’ role in team processes and outcomes. This is the first study that examines the link between a team's conversational environment, psychological safety and team outcomes.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-07-2019-0079","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45258414","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":"Developing collaborative interorganizational relationships: an action research approach","authors":"S. Schruijer","doi":"10.1108/tpm-11-2019-0106","DOIUrl":"https://doi.org/10.1108/tpm-11-2019-0106","url":null,"abstract":"This paper aims to address the group dynamics that evolve when representatives from various organizations come together to develop and work on a joint goal. Its aim is to share the author’s learnings when it concerns the understanding of the group dynamics of interorganizational relationships and the development of collaboration between these organizations.,The perspective taken draws on social and organizational psychology, systems psychodynamics and organization development.,The paper concludes with reflections on generic learnings about collaboration, its dynamics and its development.,Various action research projects are presented that have been conducted in different sectors.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2020-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/tpm-11-2019-0106","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44504355","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":"“Please use our ideas”: making parallel organizations work","authors":"Vetle Engesbak, J. A. Ingvaldsen","doi":"10.1108/TPM-01-2018-0007","DOIUrl":"https://doi.org/10.1108/TPM-01-2018-0007","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000Parallel organizations (POs) perform tasks that operating organizations (OOs) are not equipped or organized to perform well. However, POs rely on OOs’ goodwill for implementation of their ideas and recommendations. Little is known about how POs achieve impact in OOs; this paper aims to examine this important topic. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Through the analytical lens of boundary spanning, the paper analyzes the PO–OO relationship in a manufacturing organization. Data were collected through 31 semi-structured in-depth interviews with OO managers, PO team leaders and PO team members. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Primary PO–OO boundary dimensions were favoritism toward local practice in the OO, specialized knowledge across PO–OO contexts and power asymmetry favoring the OO. The main boundary-spanning activities were translating, which targets specialized knowledge, and anchoring, which targets favoritism towards local practice and power asymmetry. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The findings on PO–OO collaboration, especially PO–OO power relations, complement conventional topics in PO literature, such as POs’ purpose, structural configuration and staffing. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000POs should be staffed with team members, especially team leaders, who can translate effectively between the PO’s and the OO’s frames of reference, and facilitate complicated knowledge processes across these contexts. Additionally, senior managers should understand their role in anchoring the PO initiative and its results within the OO. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This is the first study to view the PO–OO relationship via boundary spanning, and thus to identify power asymmetry as a key challenge not previously described in PO literature, and describe how this asymmetry is overcome through anchoring.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2019-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-01-2018-0007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48924624","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":"Clean up your network: how a strike changed the social networks of a working team","authors":"K. Thommes, A. Akkerman","doi":"10.1108/TPM-06-2017-0031","DOIUrl":"https://doi.org/10.1108/TPM-06-2017-0031","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to analyse the impact of an intra-team conflict on the social relations within a team. The team conflict was triggered by a strike action which separated the team in two groups, the strikers and the worker, who continued to work. After the strike was settled, all had to work again cooperatively. This paper analyses how the strike action affects work and private social networks among workers. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000The authors combine a qualitative ethnographic approach with quantitative network data. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The authors find that the strike action led to a separation between the former group of strikers and non-strikers. While the subgroups become more cohesive and their social network density increased, the links between both groups diminished. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000This study reveals that strikes and the accompanying separation of the workforce can improve social relations within the team, if individuals behaved alike during the conflict. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000For managers, the results raise questions concerning typical managerial behaviour during strikes, as managers frequently trigger separation by trying to convince some individuals to continue to work. Instead, groups may even improve their performance after a strike, if they were allowed to behave alike by all joining the strike or refraining. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000This study is the first to analyse social relations after a conflict. The authors combine qualitative and quantitative data and show the evolution of a social network after a strike. Moreover, they separate private communication flows and work-related communication and show that both networks do not necessarily evolve equally after a conflict.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2018-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-06-2017-0031","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42765541","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":"Multilevel influences of team identification and transactive memory on team effectiveness","authors":"E. Michinov, J. Juhel","doi":"10.1108/TPM-05-2017-0021","DOIUrl":"https://doi.org/10.1108/TPM-05-2017-0021","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The purpose of this study was to examine the mediating effect of transactive memory between team identification and two outcomes of team effectiveness (i.e. team member satisfaction and team performance). \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000Data were obtained from a survey among 502 employees working in 53 teams, and analyzed by Multilevel Structural Equation Modeling. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Results showed that transactive memory partially mediated the relationship between team identification and team effectiveness at the individual level. Moreover, transactive memory, specifically the coordination component, fully mediated the relationship between team identification and team effectiveness at the team level. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The study used a cross-sectional design for the questionnaire and no objective measure of team performance. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000Managers who want to develop effective work teams may be advised to organize team-building activities to strengthen both affective and cognitive aspects. \u0000 \u0000 \u0000 \u0000 \u0000Originality value \u0000 \u0000 \u0000 \u0000 \u0000This is the first empirical study to examine the relationships between team identification, transactive memory and team effectiveness from a multilevel perspective.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-05-2017-0021","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42616371","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":"Innovation and cross-functional teams: Analysis of innovative initiatives in a Brazilian public organization","authors":"Daniel Marasquini Stipp, M. Pimenta, Daniel Jugend","doi":"10.1108/TPM-12-2016-0056","DOIUrl":"https://doi.org/10.1108/TPM-12-2016-0056","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000The aim of this paper is to characterize how innovation may happen through cross-functional teams (CFT) in an organization of the public sector. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000A case study helped to characterize several behavior patterns, team structures and respective links with generating innovation in internal processes and public answering contexts. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000The results highlight that formal-temporary teams present a higher capacity to generate incremental innovation in products, whereas permanent-informal teams have a higher capacity to generate innovation in the internal processes and public answering contexts. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000 \u0000The limitations of this research relate to the fact that this is a single case study, and although it is an important case to examine innovation and CFTs, by its very nature, it is not possible to extend and generalize the obtained data to other organizations. The evaluation of its propositions was merely qualitative, and future research is needed to validate its characteristics. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000Several settings of CFTs are presented, as well as their ability to generate different types of innovation, such as the computerization of documents, petitions and papers, which decreases the time to answer the taxpayer. Moreover, CFTs can help to create products, such as computer programs that can be used not only locally but also in several public organizations related to tax management. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The field research provides the perceptions of the respondents regarding CFT characteristics that can lead to specific types of innovation, as well as the types of products or services that can be generated by these processes.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2016-0056","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41464994","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 leadership in teams","authors":"Soo Jeoung Han, Yunsoo Lee, M. Beyerlein, Judith A. Kolb","doi":"10.1108/TPM-11-2016-0050","DOIUrl":"https://doi.org/10.1108/TPM-11-2016-0050","url":null,"abstract":"PurposeThis paper aims to examine the effect of shared leadership on student project team processes and outcomes. The authors focused on shared leadership and its association with team processes (coordination, goal commitment and knowledge sharing) and team performance.Design/methodology/approachTo examine the shared leadership, team processes and performance model, the authors conducted two separate surveys of 158 graduate and undergraduate students working in project teams at a large southwestern university.FindingsResults showed that shared leadership positively affected coordination activities, goal commitment and knowledge sharing, which in turn positively affect team performance. Each team process factor had a mediation effect, although shared leadership had no direct effect on team performance.Research limitations/implicationsThis research adds to the knowledge of important team process factors through which shared leadership indirectly affects team performance.Practical implicationsBased on the findings, the authors provided implications for students and instructors that shared leadership can facilitate team performance by enabling team members to coordinate activities, commit to goals and share knowledge effectively.Originality/valueThis study presents an initial understanding of the shared leadership-team performance relationship by introducing influential variables, such as coordination activities, goal commitment and knowledge sharing in a team.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-11-2016-0050","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441233","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":"MTS coordination in practice: micro-level insights to increase MTS performance","authors":"Julia Wijnmaalen, H. Voordijk, B. Rietjens","doi":"10.1108/TPM-12-2016-0057","DOIUrl":"https://doi.org/10.1108/TPM-12-2016-0057","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000 \u0000This paper aims to generate insight into the processes that lie at the heart of multiteam system (MTS) coordination and how MTS coordination develops. The four propositions developed can set a future MTS research agenda and enable MTS leaders to increase MTS performance. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000 \u0000A military and civilian construction MTS has been studied over several months. The longitudinal character, micro-level focus and abductive research approach respond to the call for more in-depth, empirical studies of MTS processes. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000 \u0000Based on the research findings, four propositions are advanced: the interrelatedness of trust, communication and shared mental models is at the heart of MTS coordination; MTSs are sensitive to a downward spiral triggered by the negative relationship between MTS coordination and the occurrence of negative events; a salient component team identity accelerates this downward spiral; and effective MTS leadership is a perquisite for successful MTS coordination. The findings also indicate that because the MTS research field is still maturing, there is value in testing the degree to which existing knowledge on teams is generalizable to an MTS context. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000 \u0000The research generates three practical suggestions for MTS leaders to increase MTS performance: usual ways of structuring or leading a team might elicit intergroup behavior in MTSs, a conventional “fun” teambuilding program is not effective in an MTS situation and balance formal and informal coordination. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000 \u0000The abductive and empirical character of this study is unique in the field of MTS research. Moreover, the four propositions on MTS coordination advance current knowledge on MTS processes. Additionally, the study generates new insights that could enable MTS leaders to increase MTS performance.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-12-2016-0057","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48161911","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":"Collaboration Time Influences Information-Sharing at Work","authors":"K. Moser, Juliane E. Kämmer","doi":"10.1108/TPM-10-2016-0043","DOIUrl":"https://doi.org/10.1108/TPM-10-2016-0043","url":null,"abstract":"Purpose Different length of collaboration with colleagues at work is a central feature of modern working life, and even more so in a work environment that is increasingly project focused and knowledge-intensive. Despite its practical importance there is little research on how the perceived costs and benefits in an information-sharing dilemma might change depending on collaboration length. Based on a social dilemma framework it is hypothesised that anticipated length of collaboration time will significantly influence the motivation to collaborate. Design An experimental scenario study (N=87) compared the willingness to work collaboratively, share information and help the partner in a long-term (two academic terms) vs. a short-term (one week) condition. Findings At first somewhat counterintuitively, participants were more helpful in the short-term, and insisted more on equality and disengaged more from a defecting partner - but not the project - in the long-term condition. People appear to focus more on the immediate task in short-term collaborations ― even at cost ― because the outcome is more important than the relationship, and more on setting norms for equality and reciprocity in long-term collaborations to avoid future exploitation. Practical implications The findings help understanding the motivation and the partner and task perception under different time conditions and support managing teams in an increasingly project-oriented work environment with changing partners and varying time frames. Originality To the authors’ knowledge, this is the first paper investigating the influence of anticipated collaboration time in information-sharing dilemmas.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.7,"publicationDate":"2017-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-10-2016-0043","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41575806","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}