Team Performance Management最新文献

{"title":"\"We are at day one of a new life\": translation of a management concept from headquarter to a production team","authors":"Monica Rolfsen, S. Kilskar, N. Valle","doi":"10.1108/TPM-03-2014-0023","DOIUrl":"https://doi.org/10.1108/TPM-03-2014-0023","url":null,"abstract":"Purpose – The purpose of this paper is to analyze how implementation of a management concept is interpreted by a team within a multinational company. The headquarter “rolls out” a standardized version of teamwork within a lean production system. The authors want to investigate what happens. Design/methodology/approach – The paper is based on a case study approach in a single company with available data over a long period of time. Findings – Instead of being a vehicle for involvement and responsibility through the increased visibility, the tools and techniques become a perceived control mechanism because of a lack of connection between norms and values and tools. Despite the initiating enthusiasm of manager stating that “we are now at day one of a new life”, the system is perceived as yet another management concept, and the tools implemented did not represent any meaningful improvement. Research limitations/implications – The paper is based on a single company, describing a particular phenomenon. Practical...","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"343-356"},"PeriodicalIF":1.7,"publicationDate":"2014-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-03-2014-0023","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62436734","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":"Counterproductive behaviors: Group phenomena with team-level consequences","authors":"Caroline Aubé, Vincent Rousseau","doi":"10.1108/TPM-05-2013-0014","DOIUrl":"https://doi.org/10.1108/TPM-05-2013-0014","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000– The purpose of this paper, building on the work of Aube et al. (2009, 2011) who developed a four-dimension model of counterproductive behaviors in team settings, is to examine the team-level consequences of these behaviors. More specifically, the authors investigate the mediating role of collaboration, a key component of teamwork, in the counterproductive behaviors–team performance relationships. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000– Using a multisource approach and a team-level design, data were gathered from 101 work teams (381 members and 101 immediate supervisors). The study was conducted within a Canadian public safety organization. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000– Results show that the four dimensions of counterproductive behaviors are negatively related to team performance. Moreover, results indicate that each of these relationships is completely mediated by a decrease of collaboration among members. Taken together, the results of this study show that the presence of counterproductive behaviors within teams constitutes a collective phenomenon which affects not only team members, but also the functioning and effectiveness of the team as a whole. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000– This study differs from previous studies mainly by adopting a multidimensional conception of counterproductive behaviors and focusing on consequences of these behaviors on the team as a system. In practical terms, the results suggest that the presence of counterproductive behaviors may require team-level interventions (e.g. team building) in addition to individual interventions with individuals involved.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"202-220"},"PeriodicalIF":1.7,"publicationDate":"2014-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-05-2013-0014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437097","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 interactive influences of conflict, task interdependence and cooperation on perceptions of virtualness in co-located teams","authors":"E. Stark, P. Bierly, Steven R. Harper","doi":"10.1108/TPM-06-2013-0020","DOIUrl":"https://doi.org/10.1108/TPM-06-2013-0020","url":null,"abstract":"Purpose – This paper aims to explore the interactive influence of conflict, task interdependence and cooperation on individual perceptions of team virtualness levels. The study attempts to provide additional insight regarding how or why virtual structures might develop in teams with co-located team members. Design/methodology/approach – Data were collected from 355 upper-level business students assigned to the same team in four class integrated business courses. Moderated hierarchical regression was utilized in examining the moderating role of cooperation with conflict and task interdependence in predicting virtualness. Findings – Cooperation positively moderates the relationships between relationship conflict and perceived virtualness and between perceived task interdependence and perceived virtualness. In addition, conditional support exists for a cooperation and process conflict interaction in predicting virtualness. Originality/value – Many teams are mandated to be virtual either by management directi...","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"221-241"},"PeriodicalIF":1.7,"publicationDate":"2014-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-06-2013-0020","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437845","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":"Cross-functional bridge in dyadic relationship","authors":"A. Opute","doi":"10.1108/TPM-06-2013-0019","DOIUrl":"https://doi.org/10.1108/TPM-06-2013-0019","url":null,"abstract":"Purpose – This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in interfunctional relationships. Research on managing such conflict context is, however, limited. Design/methodology/approach – Analysing 20 in-depth interviews conducted in UK financial services organisations, this study explains how the CFB is used to manage interfunctional relationship conflict and enhance performance. Findings – This study underlines three core insights about intragroup working relationship: cultural and disciplinary differences and boundary fencing are core features of, and conflict drivers in, the accounting – marketing interface; CFB is a tool for analysing and managing these conflict drivers; and organisations that use this tool achieve improved organisational performance, an outcome that is enhanced and sustained through the team psychological enhancement factor of the conflict management strategy....","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"121-147"},"PeriodicalIF":1.7,"publicationDate":"2014-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-06-2013-0019","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437783","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":"Webcams and virtual teams: an impact model","authors":"Joel Olson, Frank Appunn, Chad McAllister, Kimberly Walters, Lynn Grinnell","doi":"10.1108/TPM-05-2013-0013","DOIUrl":"https://doi.org/10.1108/TPM-05-2013-0013","url":null,"abstract":"Purpose \u0000 \u0000 \u0000 \u0000– The paper aims to address the question, “What is the impact of web-based video via webcams on virtual team trust and effectiveness?” Change and evolution in team perceptions over time are described. The result is the creation of a theoretical model describing the effect of webcams on virtual team development. \u0000 \u0000 \u0000 \u0000 \u0000Design/methodology/approach \u0000 \u0000 \u0000 \u0000– A qualitative phenomenological heuristic case study was used to explore the individual expectations and experiences of the team members over a six-week period. To strengthen reliability and validity, two qualitative methods, content analysis and constant comparative analysis — a means of grounded theory, were used to both test the historic basis of the existing literature on trust and effectiveness in virtual teams and to explore how the use of webcams influenced the work, interactions and effectiveness of a virtual team. Both qualitative methods involved different pairs of researchers using inter-rater coefficients to address coding reliability and validity. Results from the two methods were then compared and contrasted. \u0000 \u0000 \u0000 \u0000 \u0000Findings \u0000 \u0000 \u0000 \u0000– The resulting model highlights the importance of ongoing, formal differentiated training on new technology. This research also suggests careful management of technology change and its deployment to enhance outcomes of various organization forms. \u0000 \u0000 \u0000 \u0000 \u0000Research limitations/implications \u0000 \u0000 \u0000 \u0000– Given the nature of the qualitative study, the findings are not generalizable, but may illumine the understanding of webcams and technology adaptation in similar virtual teams. \u0000 \u0000 \u0000 \u0000 \u0000Practical implications \u0000 \u0000 \u0000 \u0000– The resulting model highlights the importance of ongoing, formal differentiated training on new technology. This research also suggests careful management of technology change and its deployment to enhance outcomes of various organization forms. The study incorporates Technology Acceptance Theory and applications of the Kirton Adaptation-Innovation Inventory. \u0000 \u0000 \u0000 \u0000 \u0000Originality/value \u0000 \u0000 \u0000 \u0000– With the increase in bandwidth on the Internet, technologies such as webcams have become more viable for use in virtual teams.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"148-177"},"PeriodicalIF":1.7,"publicationDate":"2014-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-05-2013-0013","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62436974","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 impact of social exchange relationships on innovative work behaviour","authors":"Upasna A. Agarwal","doi":"10.1108/TPM-01-2013-0004","DOIUrl":"https://doi.org/10.1108/TPM-01-2013-0004","url":null,"abstract":"Purpose – This paper concurrently examines the antecedents, moderator as well as mediator of innovative work behavior (IWB). Design/methodology/approach – The paper reports a quantitative study of 510 managers from two service organizations based in western India. The focus of the paper is to examine the predictive ability of leader–member exchange (LMX), perceived organizational support (POS) and engagement on employees' IWB. Role of LMX as moderating variable (in POS–IWB relationship) and work engagement as the underlying mechanism explaining the relationship between predicting variables (LMX and POS) and IWB is tested. Findings – Results suggest that LMX, POS and work engagement positively relate to innovative employee behavior; LMX moderates the relationship between POS and innovative employee behavior. Additionally, work engagement mediates the relationship of LMX and POS with IWB. Research limitations/implications – Although this study is cross-sectional in nature, its findings have implications for...","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"102-120"},"PeriodicalIF":1.7,"publicationDate":"2014-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-01-2013-0004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62435432","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":"Supply chain management of teamwork: six guidelines for success","authors":"Ana Shetach","doi":"10.1108/TPM-09-2013-0030","DOIUrl":"https://doi.org/10.1108/TPM-09-2013-0030","url":null,"abstract":"Purpose – This paper aims to draw on know-how from the study of Team and Project Management, to seek insights into enhancing the effectiveness of supply chain management (SCM) ventures, with the aim of contributing to their effective and efficient decision-making and operation processes. Design/methodology/approach – Based on an analysis of the obstacles that may stand in the way of the efficient implementation of SCM processes, six specific conditions for such mega-projects’ success are proposed. A couple of practical tools for their attainment are presented. Findings – The article suggests that the construction of the teams involved, as well as the working procedures that may render their work effective, should be flexible and made adaptable to the specific assignment or case, which is handled by each team, at the time; and that the optimal set of procedures to adopt, throughout the working sessions of the teams, which are involved in the process, are those which will gear the team with the means to con...","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"178-190"},"PeriodicalIF":1.7,"publicationDate":"2014-07-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-09-2013-0030","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62440638","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":"Psychometric properties and factor structure of the Italian version of the “Aston Team Performance Inventory”","authors":"A. Callea, Flavio Urbini, Paula Benevene, Michela Cortini, L. C. D. Lemma, M. West","doi":"10.1108/TPM-05-2013-0016","DOIUrl":"https://doi.org/10.1108/TPM-05-2013-0016","url":null,"abstract":"Purpose – The aim of this paper is to present the Italian version of the Aston Team Performance Inventory (the ATPI), to assess its psychometric properties and whether its factor structure reflects the input-process-output (I-P-O) model. Design/methodology/approach – The ATPI was administered to 702 Italian employees working in teams, recruited from the National Health Service (50.3 percent) and from public and private organizations (49.7 percent). To assess the psychometric properties of the ATPI's items, evaluation of discriminating power was performed. In addition to the reliability analyses, a confirmatory factor analysis of the full I-P-O model was also conducted. Findings – Significant results of the Italian version of the ATPI arise from the psychometric properties, dimensions and factor structure. Results align with the English version of the inventory. Research limitations/implications – The sample was limited and was not selected randomly. Future research should, therefore, expand the sample siz...","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"44 1","pages":"6-18"},"PeriodicalIF":1.7,"publicationDate":"2014-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-05-2013-0016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62437239","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":"Effects of team member psychological proximity on teamwork performance","authors":"Myung Suk Cha, Jun-gi Park, Jungwoo Lee","doi":"10.1108/TPM-03-2013-0007","DOIUrl":"https://doi.org/10.1108/TPM-03-2013-0007","url":null,"abstract":"Purpose – The aim of this paper is to examine whether team-members' psychological proximity affects the degree of teamwork quality and therefore affecting the team performance. Design/methodology/approach – A survey instrument was developed based on extant literature reviews, and administered among information technology professionals. Collected data were analysed using partial least square (PLS) method. Findings – Team-members' psychological proximity is found to be significantly related to teamwork quality. The magnitude of relational coefficients between sub-dimensions of psychological proximity and those of teamwork quality turned out to be different from each other. Research limitations/implications – Psychological proximity is found to critically influence teamwork and performance in IT teams. Also, the four-factor model developed from previous literature is validated for further use. Snowball sampling using IT professionals is the major limitation of this study. Originality/value – Studies on teamw...","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":"81-96"},"PeriodicalIF":1.7,"publicationDate":"2014-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-03-2013-0007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62436167","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":"Team Performance Management: looking into the past and planning for the future","authors":"P. Curșeu","doi":"10.1108/TPM-01-2014-0005","DOIUrl":"https://doi.org/10.1108/TPM-01-2014-0005","url":null,"abstract":"","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"20 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2014-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62435022","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}