{"title":"虚荣还是能干?强推理与功效辩论","authors":"S. J. Solomon, John Harrison Batcherlor","doi":"10.1108/tpm-06-2020-0047","DOIUrl":null,"url":null,"abstract":"\nPurpose\nThis study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance.\n\n\nDesign/methodology/approach\nThis study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes.\n\n\nFindings\nThe findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks.\n\n\nResearch limitations/implications\nDue to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes.\n\n\nPractical implications\nThis study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence.\n\n\nOriginality/value\nThis paper provides a direct test of the efficacy debate at the team level.\n","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2021-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Vain or able? Strong inference and the efficacy debate\",\"authors\":\"S. J. Solomon, John Harrison Batcherlor\",\"doi\":\"10.1108/tpm-06-2020-0047\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"\\nPurpose\\nThis study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance.\\n\\n\\nDesign/methodology/approach\\nThis study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes.\\n\\n\\nFindings\\nThe findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks.\\n\\n\\nResearch limitations/implications\\nDue to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes.\\n\\n\\nPractical implications\\nThis study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence.\\n\\n\\nOriginality/value\\nThis paper provides a direct test of the efficacy debate at the team level.\\n\",\"PeriodicalId\":46084,\"journal\":{\"name\":\"Team Performance Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2021-01-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Team Performance Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/tpm-06-2020-0047\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/tpm-06-2020-0047","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
Vain or able? Strong inference and the efficacy debate
Purpose
This study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance.
Design/methodology/approach
This study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes.
Findings
The findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks.
Research limitations/implications
Due to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes.
Practical implications
This study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence.
Originality/value
This paper provides a direct test of the efficacy debate at the team level.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.