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Perceived Value Congruence and Team Innovation

December 2012
Journal of Occupational and Organizational Psychology 85(4):626-648

DOI:10.1111/j.2044-8325.2012.02059x

Authors:

Rebecca Mitchell

The University of Newcastle, Australia

Vicki Parker

University of New England (Australia)

Michelle Giles

Hunter New England Health

Pauline Joyce

Royal College of Surgeons in Ireland

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This article develops and tests a model of perceived value congruence effects on team innovation and explores a contingent-mediated pathway explaining this relationship. Survey data from 346 members of 75 health care teams support a significant relationship between value congruence and innovation. The study data indicate that one of the mechanisms through which perceived value congruence facilitates the generation of novel ideas is through the development of team identification. This mechanism is contingent, however, on the extent to which members focus on profession as a salient social category. Our data support a moderated mediation pathway in which the effect of value congruence is explained through team identification and its interactive effect on innovation.

Model of value congruence effects.

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Moderating effect of professional salience on team identity's impact on innovation.

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Journal of Occupational and Organizational Psychology (2012)

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British

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www.wileyonlinelibrary.com

Perceived value congruence and team innovation

Rebecca Mitchell

*, Vicki Parker

, Michelle Giles

, Pauline Joyce

and Vico Chiang

University of Newcastle

University of New England

Hunter New England Area Health Service

Royal College of Surgeons

Hong Kong Polytechnic University, 1

This article develops and tests a model of perceived value congruence effects on team

innovation and explores a contingent-mediated pathway explaining this relationship.

Survey data from 346 members of 75 health care teams support a signiﬁcant relationship

between value congruence and innovation. The study data indicate that one of the

mechanisms through which perceived value congruence facilitates the generation of novel

ideas is through the development of team identiﬁcation. This mechanism is contingent,

however, on the extent to which members focus on profession as a salient social category.

Our data support a moderated mediation pathway in which the effect of value congruence

is explained through team identiﬁcation and its interactive effect on innovation.

Practitioner Points

Highlights to organizations, particularly in the health care industry, the importance of

perceived value congruence in generating innovative team outcomes, and reinforces

the merit of strategies to develop perceived congruence through, for example,

leadership and interprofessional education.

Reinforces the value to leaders tasked with innovation of heightening member

awareness of professional diversity and associated knowledge differences, within an

overarching framework of shared values.

Organizations continue to utilize teams to achieve multifaceted and interdependent tasks

(Lawler, Mohrman, & Ledford, 1995). For teams to be successful in these complex

activities, they require effective dynamics, which precipitates a research focus on deep-

level cognitive features that inﬂuence intra-team interaction and mutual understanding

(Kristof-Brown, Barrick, & Kay Stevens, 2005; Marks, Mathieu, & Zaccaro, 2001; Postrel,

*Correspondence should be addressed to Rebecca Mitchell, University of Newcastle, XXXXXX, XXXXX (e-mail: Rebecca.

mitchell@newcastle.edu.au) 2

DOI:10.1111/j.2044-8325.2012.02059.x

JOOP 2059

Dispatch: 20.8.12 Journal: JOOP

CE: Priya Lakshmi

Journal Name Manuscript No.

Author Received: No. of pages: 23 PE: Pouline

2002). One research stream that has emerged as relevant to this aspect of effective

teamwork is person–environment ﬁt (Kristof-Brown, Barrick, et al., 2005).

A key conceptualization of person–environment ﬁt is supplementary ﬁt, when both

the employee and environment possess the same or similar characteristics including

values, attitudes, personality traits, and goals (Kristof, 1996). Of these, value congruence

represents the similarity between individual values and those of the organization, group,

or supervisor (Chatman, 1989). Value congruence has been identiﬁed as a particularly

salient dimension of ﬁt because values are relatively enduring and guide attitudes and

behaviour (Chatman, 1991; Schein, 1992).

Value congruence has been investigated at many different levels of analysis including

person–organization, person–job, person–supervisor, and person–group (Kristof, 1996).

A substantial volume of research has evidenced the beneﬁts of value congruence, both

within teams and between individuals and their occupational environment at different

levels of analysis (Edwards & Cable, 2009; Kristof-Brown, Zimmerman, & Johnson, 2005).

This research indicates that value congruence reduces turnover and also increases

employee satisfaction and performance (Edwards & Cable, 2009; Hoffman & Woehr,

2006). While much extant work has focused on the impact of value congruence on

individual-level outcomes (Good & Nelson, 1971; Pelled, Eisenhardt, & Xin, 1999b), those

that have focused on group-level effects have also found evidence of a signiﬁcant

relationship between value congruence and team dynamics (Barry & Stewart, 1997; Jehn,

Northcraft, & Neale, 1999). However, while workteams have become widely used in

organizations (Guzzo & Dickson, 1996), the investigation of person–group ﬁt has

remained underexplored (Kristof-Brown, Zimmerman, et al., 2005). This study explores

value congruence in the context of person–group ﬁt. When pertaining to workplace

teams, person–group value congruence suggests that each member’s values will interact

to affect team dynamics and task performance (Shin, 2004).

One aspect of value congruence, perceived value congruence, has been identiﬁed as a

particularly signiﬁcant factor in determining group performance (Liao, Chuang, & Joshi,

2008). Perceived value congruence exists when members’ believe that they hold similar

or shared beliefs about issues relevant to the team’s task (Liao et al., 2008; Williams,

Parker, & Turner, 2007). This study investigates value congruence as a team-level

construct. We assume that perceived congruence is a unique construct that emerges at

the group level through the dynamic interaction of members and that this variable does

not exist in the same way at the individual level of analysis despite arising from individuals’

subjective perception of their own and others values (Klein & Kozlowski, 2000).

Perceived value congruence can be differentiated from related constructs, such as

cohesion and performance norms. Perceived value congruence relates to an awareness of

similarity regarding beliefs about what is important, while cohesion reﬂects an emotional

attachment to a group (Chang & Bordia, 2001). Previous research has supported the role

of perceived congruence in predicting cohesion, on the basis that perceived similarity

enhances attraction (Good & Nelson, 1971). Perceived congruence has also been

differentiated from work-related beliefs, with support for its role as a predictor of both

attitude towards individuals and tasks, as well as satisfaction and commitment (Resick,

Baltes, & Shantz, 2007).

The impact of perceived congruence on performance is argued on the basis that

perceptions of differences and similarities are closely linked member behaviour (Carless,

2005; Harrison, Price, Gavin, & Florey, 2002; Liao et al., 2008; Piasentin & Chapman,

2007; Williams et al., 2007). Previous authors have consistently emphasized that the

impact of comparative similarities and differences is based largely on perception (Jung &

2Rebecca Mitchell et al.

Avolio, 2000; Posner & Schmidt, 1993; Williams et al., 2007). In particular, perceptions of

attitudinal similarity, rather than actual congruence, have been found to better predict

group outcomes including member satisfaction and performance (Turban & Jones, 1988).

This study investigates the impact of perceived value congruence in health care teams,

in particular interprofessional health care teams, that is, teams composed of different

professions (Reeves et al., 2008). The potential beneﬁt of teamwork, and the signiﬁcant

challenge, is well evidenced in studies of teams in health care settings (Fay, Borrill, Amir,

Haward, & West, 2006; West et al., 2003). There are many advantages associated with

team approaches to health care delivery including enhanced organizational efﬁciency,

better patient and staff outcomes, and increased innovation (Basset & Bryson, 1989;

Younghusband, 1959). However, research also indicates that health care teams,

particularly interprofessional teams, are likely to engage in conﬂict and underperform

(Hudson, 2002; Zwarenstein & Reeves, 2000), and it has found that more than 70% of

medical errors are linked to dysfunctional team dynamics (Schaefer, Helmreich, &

Scheideggar, 1994). Even though perceived value congruence has been shown to be

highly inﬂuential in the dynamics and outcomes of teams, its role in health care teams

remains largely unexplored (Elfenbein & O’Reilly, 2007). Investigating perceived value

congruence is particularly important in health care organizations, as they continue to

prioritize value-based approaches to performance enhancement, including patient-

centred and interprofessional care (Blount, 2000; Centre for the Advancement of

Interprofessional Education, 2008; Lewin, Skea, Entwistle, Zwarenstein, & Dick, 2001).

This study investigates the role of perceived value congruence on innovation in health

care teams. Innovation is a neglected performance facet of health care teams (Fay et al.,

2006). Innovation in health care is being driven by both external government policy and

internal clinically led pressure to adopt evidence-based medicine (Fitzgerald, Ferlie, &

Hawkins, 2003), and it is a priority for clinicians, managers, and policy makers due to

consistent support for its positive impact on patient, staff, and organizational outcomes

(West et al., 2003). Health care organizations exist in an environment characterized by

continuous changes in medical information, technology, patterns of organization, and

delivery, which requires innovative use of resources and models of care (Cohen et al.,

2004). Innovation has been shown to signiﬁcantly beneﬁt health care organizations, for

example, through the use of electronic health records to support evidence-based practice

(Geibert, 2006) or the use of remote patient management (telehealth) technologies to

minimize emergency department and hospital admissions (Coye, Haselkorn, & DeMello,

2009). Innovation has therefore become a core capability for health care organizations

globally (Lansisalmi, Kivimaki, Aalto, & Ruoranen, 2006), indicating that processes that

contribute to innovation merit continued investigation.

In addition to investigating the main effect of perceived value congruence on

innovation, this study explores a contingent pathway between congruence and

innovation. Building on existing studies in social identity theory, a model of team

innovation is constructed in which the relationship between value congruence and

innovation is mediated by team identiﬁcation and moderated by salience of profession.

We hypothesize that team identity mediates the relationship between value congruence

and innovation, and that this relationship is contingent on professional salience.

We seek to make a number of important contributions through this article by

responding to calls to investigate the role of perceived value congruence in work teams

(Chou, Wang, Wang, Huang, & Cheng, 2008). To the best of our knowledge, little prior

study has investigated the inﬂuence of perceived value congruence on innovation in

health care teams, and moreover, our study is one of very few to investigate value

Value congruence and team innovation 3

congruence outside laboratory settings and one of the ﬁrst attempts to investigate the

mediating and moderating mechanisms inﬂuencing its impact. The contribution of this

study is particularly important as perceptual factors underlying the impact of similarity

and dissimilarity have rarely been studied (Harrison et al., 2002), despite acknowledge-

ment that much relevant theory refers to perceptions of similarity as the major cause for

enhanced performance (Riordan, 2000).

Model development and hypotheses

The following sections present the rationale underlying our model development and

develop theoretical arguments supporting the proposed relationships. We discuss how

perceived value congruence is linked to team identity and, through this, innovation. We

also argue the moderating role of salience of profession in this relationship.

The connection between perceived value congruence and innovation is built on a

well-evidenced link between perceived similarity, trust, and attraction, frequently termed

the similarity–attraction paradigm (Edwards & Cable, 2009; Muchinsky & Monahan,

1987). Following from this paradigm, perceived similarity across members regarding task-

relevant values reﬂects a group-level dynamic that is likely to signiﬁcantly impact on intra-

team attitudes and interaction patterns (Williams & O’Reilly, 1998).

Value congruence is argued to increase trust and cooperation between team members

(Tsui & O’Reilly, 1989), because people are more attracted to those who they perceive as

similar (Festinger, 1954; Williams & O’Reilly, 1998), and prefer to work with others who

share their values and perspective (Cable & Edwards, 2004). There is evidence that

attraction and trust, consequent to perceived congruence (Good & Nelson, 1971),

enhances team innovation in diverse teams through a number of mechanisms.

Attraction to, and trust between, team members increases the accuracy and frequency

of communication and leads individuals to search out more information from other team

members (Byrne, 1971). Such information sharing provides members with access to a

broader range of alternative perspectives (Carpenter, Geletkanycz, & Sanders, 2004). The

availability of alternative positions has been shown to enhance team ability to resist

conformity pressures (Nemeth, 1986; Nemeth, Connell, Rogers, & Brown, 2001; Nemeth

& Nemeth-Brown, 2003) and increases the tendency for conceptual differentiation and

divergent thinking (Gruenfeld, Thomas-Hunt, & Kim, 1998; Van Dyne & Saavedra, 1996),

all of which have been linked to the generation of new ideas (DeDreu & West, 2001).

Perceived similarity in values also increases the likelihood of innovative outcomes

because members are likely to feel more comfortable proposing novel ideas (Dose &

Klimoski, 1999). Furthermore, the perception of value congruence leads to a greater

acceptance of the validity of others opinions and leads members to be more open to

others’ opinions regarding alternative solutions and perspectives (Lott & Lott, 1961).

Members will be more likely to see others within the team as sources of informational

inﬂuence (Dose & Klimoski, 1999) and openness to alternative positions has been linked

to innovation in previous research (DeDreu & West, 2001; Tjosvold & Sun, 2003). This

leads to the ﬁrst hypothesis.

Hypothesis 1: Perceived value congruence is positively related to innovation in teams.

Social identity theory suggests team identiﬁcation as a mechanism explaining this

relationship. Team identiﬁcation reﬂects the extent to which membership is valued and

contributes to a sense of self (Ashforth & Mael, 1989). Previous research indicates that

similarity facilitates a sense of belonging to a common group (Tajfel & Turner, 2001).

4Rebecca Mitchell et al.

Through a process of self-categorization (Turner, 1987), the categorization of oneself as

part of a speciﬁc social group, individual members may categorize themselves as part of

the team based on perceived similarity. This self-categorization can contribute to the

development of a collective team identity (Tyler & Blader, 2001). Under such

circumstances, members are more likely to perceive themselves as important participants

in the group’s work and start thinking of their contribution to the collective group goals

(Wang, Law, Hackett, Wang, & Chen, 2005).

Perceived value congruence provides a cognitive connection between the member

and team (Ellemers, Kortekaas, & Ouwerkerk, 1999) which has been linked to increased

team identiﬁcation (Sleebos, Ellemers, & Gilder, 2006). Deep-level cognitive alignment

increases the likelihood that members will identify with the team as individuals tend to

identify with groups that provide them with a sense of compatibility and connection

(Pickett, Bonner, & Coleman, 2002). Finally, the perception of congruence has been

previously linked to increased team integration (O’Reilly, Caldwell, & Barnett, 1989), and

the promotion of interdependence and integration have, in turn, been connected to the

development of team identity (Gaertner, Mann, Murrell, & Dovidio, 1989; Homan et al.,

2008). This leads to the following hypothesis.

Hypothesis 2: Perceived value congruence will have a positive relationship with team identity.

Previous research provides continued support for the role of team identity in reducing

‘ingroup’ bias, and in extending attributes such as integrity, trustworthiness, and

supportiveness to traditional ‘outgroup’ members (Ashforth & Mael, 1989; van Dick, van

Knippenberg, Hagele, Guillaume, & Brodbeck, 2008). Members of teams with common

identity view one another as embodying the key attributes of the team (Ashforth & Mael,

1989). By perceiving themselves and others within a common framework, members

become more accepting of the diverse ideas and approaches of other professions (Mackie

& Goathals, 1987; Mitchell, Parker, & Giles, 2011). Members are therefore more likely to

engage in collaborative discussion and information sharing, and consider the alternative,

even opposing, suggestions of other professions from an openminded perspective (Wang,

Chen, Tjosvold, & Shi, 2010). Members are also motivated to challenge and debate

alternative positions, and justify, and seek justiﬁcation for, conﬂicting ideas (Deshpande &

Zaltman, 1982; Maltz & Kohli, 1996).

Evidence also indicates that team identity inﬂuences team member motivation to

engage in thorough evaluation of others’ positions and propositions (Gaertner et al.,

1989; van Knippenberg, 1999). Individuals are more likely to engage in comprehensive

analyse and deliberate ingroup positions when compared with those of the outgroup (van

Knippenberg, 1999). By extending the ingroup category beyond traditional outgroup

boundaries, team identity increases the likelihood of a more systematic and analytical

evaluation of the diverse perspectives presented by different professions (Kane, Argote, &

Levine, 2005).

In summary, sharing a common team identity enhances the likelihood that members

will engage in information sharing and collaborative interaction, and that they will

constructively analyse the alternative positions presented by other members. These

behaviours have been linked to the generation of new ideas and innovation (DeDreu &

West, 2001; Miller, Burke, & Glick, 1998; Talaulicar, Grundei, & Werder, 2005). In

addition, the thorough analysis of a range of positions promotes the adoption of superior

over lesser choices (Kane et al., 2005) and prioritizes high quality over inferior arguments

(Gaertner et al., 1989), which, in turn, supports effective decision making. This leads to

the following hypotheses.

Value congruence and team innovation 5

Hypothesis 3: Team identity will be positively related to innovation in interprofessional teams

and will mediate the positive relationship between leader inclusiveness and

innovation.

Despite the proposed link between team identity and performance, there is evidence

that sharing a common identity is unlikely to completely subsume professional

distinctions (Dovidio, Gaertner, & Saguy, 2008) particularly given then the strength and

priority of professional identity in health care environments (Cohen, 1981). This indicates

that professionally based differentiation may exist in interprofessional teams despite

strong collective identity and suggests the role of professional salience as a moderator of

team identity–performance relationship (Mitchell, Parker, & Giles, 2012).

Professional salience refers to circumstances under which professional identity

becomes the primary operational basis for categorizing the self and others (Randel, 2002).

When profession is a salient social category, team members are more aware of others

professional characteristics and differences associated with profession have a more

signiﬁcant impact on team interaction (Dovidio et al., 2008; Gaertner & Dovidio, 2000).

When profession salience is strong within a team, members are likely to be more attentive

to the diverse perspectives and priorities of different professional groups, and more

focused on professionally based representation of these priorities in interprofessional

interactions (Lingard, Reznick, DeVito, & Espin, 2002; Timmermans, 2002). Under these

circumstances, team members become more aware of the broad-ranging ideas presented

by different members and more likely to attend to these differences in their discussions

(Phillips, 2003). In teams with strong team identity, this attention to diverse perspectives

enhances the beneﬁcial impact of information sharing and collaboration, as members

work together to best utilize the range of knowledge-sources available to the team

(Mitchell et al., 2012). Therefore, in situations in which members are more aware of the

breadth and depth of knowledge available through their diverse membership, the link

between team identity and team innovation is likely to be strengthened. This leads to the

following hypotheses.

Hypothesis 4: Professional salience will moderate the relationship between team identity and

innovation, such that the positive relationship between team identity and

innovation will be stronger when professional salience is stronger.

Hypothesis 5: Professional salience will moderate the relationship between value congruence

and innovation, such that the positive relationship between value congruence

and innovation through team identity will be stronger when professional salience

is stronger.

Method

Procedure and sample

Targeted participants worked in teams in an acute care, hospital setting. A work team was

deﬁned as two or more team members and a team leader who had shared goals and

pursued interdependent tasks towards their achievement (Kozlowski & Bell, 2003). To be

included as a participant team, the following criteria had to be met: (a) the team leader had

to complete the leader’s survey, which assessed team demographic characteristics and

innovation, and (b) team members had to complete the member’s survey which collected

data on team dynamics.

To minimize the risk of common method bias, we used two different questionnaires to

collect data (Podsakoff, MacKenzie, Lee, & Podsakoff, 2003). Data on the dependent

6Rebecca Mitchell et al.

variable, team innovation, were collected from the team leader. Data on independent

variables were collected from team members.

Questionnaires were distributed to 210 teams, and members and leaders of 75 teams

responded, representing a 36% response rate. Each team was assigned a unique code so

that member and leader response could be matched. As teams were invited to participate,

and responded, over an extended study period, an independent samples t-test was used to

test for signiﬁcant mean differences between those teams responding early and those

teams who responded following further calls to participate. Analyses indicated no

signiﬁcant mean differences existed between these categories of respondent teams on the

basis of team performance, team composition, and predictor variables.

To investigate sample representativeness, we compared speciﬁc attributes of our

sample with known population values. We used data on professional composition and

average employee age as the comparison attributes. We obtained data at country and

regional level for health care institutions (AIHW, 2006). For our study sample, the

average age of 41.8 years was close to the average age for health care professionals at a

national (42 years) and regional (43 years) level. In addition, the study sample showed

a very similar distribution of health care professional groups to the national and

regional level. Nurses comprised 54% of the study sample, and comprise 51.4% of

health care professionals employed nationally and 54% regionally. Medical practitioners

comprised 13.8% of the study sample, and comprise 13.7% of health care professionals

employed nationally and 14.6% regionally. Allied health professionals comprised 23.6%

of the study sample, and comprise 22% of health care professionals employed

nationally and 25.38% regionally. This provides support for the representativeness of

our sample.

The mean number of professions represented in groups was 4, with the majority of

teams comprising between 3 and 5 different professional groups. A broad range of health

care profession categories comprised team membership including nurse, dietician,

physiotherapist, social worker, medical practitioner, pharmacist, occupational therapist,

speech pathologist, radiographer, and psychologist. On average, members had been

working together as a team for approximately 2 years. The leaders of teams were made up

of different professions including nursing, medicine, physiotherapy, and social work. The

most frequent leader profession was nursing (48%).

We received an average of 4.6 responses per team, with an average of 52% responses

per team. Dawson’s (2003) selection rate formula was used to investigate whether the

number of responses within each team would allow group-level generalization. This

assesses the accuracy of incomplete group data in predicting true scores as a function of

number of responses per group (n) and group size (N) using the formula ([N–n]/Nn)

(Dawson, 2003). Scores from teams with a value of less than or equal to .32 are correlated

with true scores at .95 or higher (Dawson, 2003; Richter, West, van Dick, & Dawson,

2006). Based on this cut-off point, no teams were excluded as all were within the

acceptable parameter.

Measures

For hypotheses testing, the level of analysis was team level. In common with similar recent

research (Schaubroeck, Lam, & Cha, 2007), two intra-class correlation coefﬁcients (ICCs)

are recommended for justifying aggregation of measures to group level (James, 1982).

ICC(1) indicates the ratio of between-group variance to total variance and ICC(2) indicates

the reliability of average team perceptions. Inter-rater agreement level was also used to

Value congruence and team innovation 7

justify team-level aggregation (James, Demaree, & Wolf, 1984). All mean r

values were

above the acceptable level of .70 (George, 1990).

Perceived value congruence

Three scale items were used to measure perceived value congruence developed from

previous research (Becker, Billings, Eveleth, & Gilbert, 1996; Brown & Trevino, 2006).

These scales directed respondents to rate values relating to the teams work-related

activities, for example, ‘Did members of the team have similar values regarding the team’s

work?’ The measure of perceived value congruence that we used in this study follows

previous research that directly asks individuals the extent to which they believe that they

are a good ﬁt with a referent article, for example, organization, job, or group (e.g., Cable &

Judge, 1996; Resick et al., 2007). This approach focuses on the perceived match, which is

argued to relate more proximally to behaviours and attitudes than an objective match

(Cable & DeRue, 2002). Although some studies utilize a measure of perceived ﬁt against

broad value elements, we followed previous studies that assessed value similarity on the

basis of a speciﬁed referent (Cable & Judge, 1996; Resick et al., 2007; Saks & Ashforth,

1997). This method of assessing value congruence involves asking participants to assess

the extent to which the referent team/organization holds values similar to their own (Saks

& Ashforth, 1997). Our measure used a team referent, which aimed to increase the

likelihood that members would respond based on their perception of similarity across the

range of values that were held as speciﬁcally relevant to the team’s task. This perception of

similarity is argued to be relatively cognitively accessible to participants (Judge & Cable,

1997) and to have a signiﬁcant inﬂuence on their attitude towards the team and its work

(Cable & DeRue, 2002), and is also particularly important in an en vironment such as health

care, in which shared task-related values, such as interprofessional and patient

centredness, are increasingly utilized as a mechanism to bridge professional divides

(Berntsen, 2006; Loutzenhiser & Hadjistavropoulos, 2008). The alpha coefﬁcient for this

measure was 0.80, ICC(1) was .20, F(74, 270) =3.64, p=.00, and ICC(2) was .54. The

mean r

for perceived value congruence was .70.

Team identity

A 3-item scale was used to assess team identity adapted from past research (Van Der Vegt &

Bunderson, 2005), and asked, for example, whether members ‘identify strongly with the

team?’ The alpha coefﬁcient for this measure was 0.85, ICC(1) was .16, F(74,

270) =31.55, p=.01, and ICC(2) was .46. The ICC(1) result for team identity was over

the median of .12 reported by James (1982). The ICC(2) result was lower than expected

but comparable to similar studies (Srivastava, Bartol, & Locke, 2006; Walker, Smither, &

Waldman, 2008). It can be argued that as ICC(2) is dependent on ICC(1) and team size, the

relative small sample team size may contribute to the lower ICC(2) results (Bliese, 1998).

George (1990) argued that large differences are less likely to be found when investigating

teams within the same organization and this may also account for the small ICC(2) results.

The mean r

for team identity was .74, and provides justiﬁcation for the aggregation of

our data to team level.

Salience of profession

Three scale items were used to measure salience of profession taken from previous

research (Randel, 2002), for example, participants were asked to rate the extent to which

8Rebecca Mitchell et al.

they agreed with the following statement: ‘When people ask me about who is in the team,

I initially think of describing team members in terms of their profession’. The alpha

coefﬁcient for this measure was 0.73, ICC(1) was .17, F(74, 270) =1.55, p=.01, and ICC

(2) was .48. The mean r

for salience of profession was .82. We chose to treat

professional salience as a group construct for two reasons. First, our Fratio was signiﬁcant

which supports our decision to aggregate individual responses, and second, the r

results were satisfactory.

Team innovation

The dependent variable, team innovation, was measured by the team leader using a

separate questionnaire to the team member survey. Three items measured team

innovation based on previously validated measures (West & Anderson, 1996), for

example, ‘To what extent was this team innovative?’ and ‘To what extent does this team

produce new ideas and introduce speciﬁc changes?’ The alpha coefﬁcient for this measure

was 0.94.

Control variables

Following previous research, we controlled for team size and team job-related diversity

(Hobman & Bordia, 2006; Tushman & Nadler, 1978), which have both been linked to team

performance. To assess team size, respondent leaders were asked to indicate the number

of team members. To assess team diversity, respondent leaders were asked to indicate the

number of different professions represented on the team. Diversity was measured using

Blau’s (1977) index of heterogeneity: (1-ΣPi

), where Pi is the proportion of top managers

in ith category. Blau’s (1977) index has widespread usage as a measure of group diversity,

including national diversity (Kilduff, Angelmar, & Mehra, 2000; Pelled, Eisenhardt, & Xin,

1999a). A higher score on Blau’s index indicates greater professional diversity. We also

controlled for professional identiﬁcation. Two items measured professional identiﬁcation

based on previously validated measures (Bartels, Pruyn, & Jong, 2009; van Knippenberg,

van Knippenberg, Monden, & de Lima, 2002), for example, ‘I identify strongly with my

professional group’. The alpha coefﬁcient for this measure was 0.91, ICC(1) for

professional identiﬁcation was .13, F(74, 270) =3.36, p=.00, and ICC(2) was .42.

Analysis and results

Table 1 shows the means, standard deviations (SDs), and correlations among the

variables.

Pattern coefﬁcient matrices are argued to provide a sound basis for evaluating the

extent to which measured constructs are empirically distinct (Thompson, 1997). Table 2

shows the factor coefﬁcients for each of the constructs measured in this study and shows

that all items are correlated more highly within each construct than between constructs.

In addition, all coefﬁcients are greater than .6. These coefﬁcients indicate sufﬁcient

homogeneity within scales and heterogeneity between scales, to support claims of

discriminant validity (Thompson, 1997).

Discriminant validity was further evidenced by the fact that the square root of the

average variance extracted (AVE) for each of the variables was higher than its correlations

with other variables, as shown in Table 1 (Fornell & Larcker, 1981).

Value congruence and team innovation 9

Given the moderately high correlation between value congruence and team identity,

additional checks were undertaken to assess the threat of multicollinearity. In particular,

variance inﬂation factor (VIF) was generated when both of these predictors were

incorporated into regression equations during hypothesis testing. Stevens (1992) noted

that VIF should be below 10. All VIFs were below 1.8 when value congruence and team

identity were both entered as predictors in the regression equation which indicates that

multicollinearity is not likely to be a signiﬁcant problem in this study.

This study employed partial least squares (PLS) structural equation modelling (SEM) to

analyse data. PLS is a second-generation modelling technique is increasingly utilized in

health, engineering chemistry, and organizational stud y research (Sosik, Kahai, & Piovoso,

2009). PLS was chosen for this data analysis as it is a robust causal modelling technique that

aims to maximize the dependent construct variance (Henseler, Ringle, & Sinkovics, 2009).

PLS SEM’s primary objective is to maximize explained variance in the dependent variable,

as well as evaluate data utility through assessment of the measurement model (Hair,

Ringle, & Sarstedt, 2011). PLS-SEM works on the basis of a less restrictive set of

assumptions than covariance-based SEM, for example, PLS-SEM uses non-parametric

inference methods (in this case bootstrapping) and is relatively free of distributional

Table 1. Means, standard deviations, and correlations (N=75 teams)

MSD 123 4 5 67

1 Team size 8.82 7.63

2 Team diversity .51 0.15 .13

3 Professional identiﬁcation 5.72 0.68 .08 .01 .89

4 Value congruence 4.51 0.89 .09 .15 .39** .85

5 Team identiﬁcation 5.60 0.70 .08 .08 .49** .66** .88

6 Salience of profession 4.06 0.93 .07 .00 .09 .08 .02 .82

7 Innovation 5.14 1.05 .03 .04 .27* .40** .38** .07 .95

Note. *p<.05, **p<.01.

Boldface numerals on the diagonal represent the square root of the average variance extracted.

Table 2. Factor coefﬁcients (N=75 teams)

Value congruence Team identiﬁcation Salience of profession Innovation

Value congruence 1 .74 .42 .09 .16

Value congruence 2 .80 .09 .10 .22

Value congruence 3 .69 .39 .09 .17

Team identiﬁcation 1 .38 .79 .07 .26

Team identiﬁcation 2 .48 .71 .00 .13

Team identiﬁcation 3 .01 .87 .02 .17

Salience of profession 1 .16 .01 .82 .17

Salience of profession 2 .28 .18 .81 .15

Salience of profession 3 .02 .14 .79 .05

Innovation 1 .12 .25 .04 .91

Innovation 2 .13 .22 .02 .93

Innovation 3 .18 .00 .06 .92

Note. Boldface values are standardized parameter estimates.

10 Rebecca Mitchell et al.

assumptions (Squillacciotti, 2010). In addition, and of relevance for the current study, PLS

modelling has been shown to be a more useful analytical approach when independent

variables may be correlated. Under these circumstances, multiple regression has been

demonstrated to produce coefﬁcient values that are signiﬁcantly different to true values,

while PLS generates more accurate coefﬁcients (Sosik et al., 2009). While PLS-SEM has

signiﬁcant advantages, it also has some disadvantages. It provides no adequate global

measure of goodness of ﬁt for investigated models (Hair, Ringle, et al., 2011). There have

also been some concerns raised that PLS parameter estimates are not optimal with regard

to bias; however, simulation studies indicates that the differences between CB- and PLS-

SEM are at very low levels (Reinartz, Haenlein, & Henseler, 2009).

Of particular relevance for this study, PLS-SEM can be used to analyse data from small

samples, ranging from 30 observations (Sosik et al., 2009). Studies that have rigourously

evaluated the performance of PLS-SEM when sample sizes are small have showed that

PLS-SEM is able to achieve high levels of power, when compared with covariance-based

SEM, when sample sizes are small (Hair, Sarstedt, Ringle, & Mena, 2011). We utilized

SmartPLS software (Ringle, Wende, & Will, 2005).

PLS provides parameter estimates to enable assessment of the structural component of

the research model. Bootstrapping was used to generate t-test statistics to evaluate the

statistical signiﬁcance of the path coefﬁcients. Bootstrapping involves generating a large

number of random samples by sampling with replacement from the original data (Sosik

et al., 2009). Following Chin (1998), we ran 1,000 bootstrap samples.

Figure 1 depicts the results of PLS analysis. Prior to the inclusion of team identity in the

PLS model, the PLS analysis yielded a signiﬁcant path coefﬁcient for the impact of value

congruence on innovation (b=.37, t=2.37, p=.02) supporting hypothesis 1. The PLS

full model analysis revealed a signiﬁcant path coefﬁcient for the impact of value

congruence on team identity (b=.63, t=6.68, p=.00) supporting hypothesis 2, and a

signiﬁcant path coefﬁcient for team identity regressed on team innovation (b=.39,

t=3.03, p=.00). The path coefﬁcient for the impact of value congruence on innovation

was not signiﬁcant in the full model (b=.09, t=.51, p=.61). We used an approach

developed by Preacher and Hayes (2008) to generate bias corrected bootstrapped

conﬁdence intervals (CIs) for the indirect of team identity as mediator of the path between

value congruence and innovation (MacKinnon, Lockwood, & Williams, 2004). In

conﬁrmation of hypotheses 3, analysis generated CIs that did not include zero (95% CI:

.04–.43).

To test hypotheses 4, a standardized cross-product interaction construct was

computed and included in the model as suggested for PLS analysis (Chin, Marcolin, &

Newsted, 2003). The results show that professional salience moderated the impact of

team identity on innovation supporting hypothesis 4. The PLS analysis revealed a

signiﬁcant path coefﬁcient for the interaction variable regressed on innovation (b=.27,

t=2.65, p=.02).

To explore the nature of the moderating effect further, we used simple slopes

computations and graphed the interactions using high (1 SD above the mean) and low

(1 SD below the mean) levels of the moderator. These analyses revealed that team identity

was strongly associated with performance when professional salience was high (simple

slope =1.09, t=4.49, p=.00) and was less strongly, but not signiﬁcantly, related to

performance when professional salience was at a low level (simple slope =0.32, t=1.81,

p=.08), as depicted in Figure 2. These results provide support for hypothesis 4 by

indicating that team identity impacts performance more strongly when professional

salience is high.

Value congruence and team innovation 11

Hypothesis 5 posited that the indirect effect of value congruence on innovation via

team identity depends on professional salience levels. To test moderated mediation, the

data were investigated to assess whether the strength of the mediation via team identity

differs across two levels (high and low) of the moderator, professional salience (Preacher,

Rucker, & Hayes, 2007). Moderated mediation is evidenced when the conditional indirect

effect of leader inclusiveness on performance via team identity differs in strength across

low and high levels of professional salience. Preacher et al.’s (2007) statist ical signiﬁcance

test was used to analyse the data. This applies Aroian’s (1947) exact standard error for

indirect effects to compute a zstatistic for the conditional indirect effect. Again, high and

low professional salience was operationalized as 1 SD above and below the mean

respectively. The results of this analysis indicate that the relationship between leader

inclusiveness and innovation via team identity was weaker when professional salience

was low (z=0.11, p=.44) and stronger when professional salience was high (z=2.49,

Value

Congruence

Professional

Salience

Performance

Team

Identity

 = .63**

 = .39**

 = .27*

Professional

Identification

Team Size

Professional

Diversity

 = –.01

 = .02

 = .09

Figure 1. Model of value congruence effects.

2.5

3.5

4.5

5.5

Low Team

Identity

High Team

Identity

Innovation

High Professional

Salience

Low Professional

Salience

Figure 2. Moderating effect of professional salience on team identity’s impact on innovation.

12 Rebecca Mitchell et al.

p=.01). This analysis supports hypothesis 5. To investigate this effect further, an

extension of the Johnson–Neyman technique to moderated mediation was applied

(Preacher et al., 2007). This technique involves testing the signiﬁcance of the indirect

effect of leader inclusiveness at a range of values of professional salience until the value is

found for which the indirect effect becomes signiﬁcant (a=0.05). Table 3 shows that at

professional salience values above 3.9, the mediating effect of team identity is signiﬁcant.

At professional salience levels of 3.9 and above, the mediating role of team identity is

signiﬁcant and becomes stronger. Below this level of professional salience, the mediating

effect of team identity weakens and is not signiﬁcant.

We also generated a bootstrap-based CI for the speciﬁc indirect effect at the mean

value of professional salience. The 95% CI did not include zero (95% CI: .02–.52),

supporting our moderated mediation hypothesis.

Unlike other SEM techniques, PLS does not test for model ﬁt (Fornell & Bookstein,

1982); however, the r

statistics has been argued to provide an approximation of the

models utility by depicting the extent to which the predictors account for variance in the

dependent construct. PLS analysis revealed that the overall model explained 32% of the

variance in performance, which can be interpreted as an indicator of moderate ﬁt (Chin,

1998).

To further investigate the quality of the structural model, we chose to assess the

models capacity to predict performance. To assess predictive relevance, we used PLS-SEM

to generate the Stone–Geisser criterion (Q2) with an omission distance of 7. Analysis

resulted in a Stone–Geisser criterion Q2 value of 0.29, which is substantially above the

threshold value of zero, and which indicates the model’s predictive relevance (Henseler

et al., 2009). This supports our claim that value congruence is a valuable predictor of team

innovation and also supports the utility of the pathways that we have investigated.

Supplemental analysis

As the number of teams was relatively small, particularlyfor testing moderating effects, we

followed the procedureto detect potential outliers recommended by Fidell and Tabachnick

(2003). For each team, we calculatedthe Mahalanobis distance based on predictor variables

and determined the probability of each distance. The maximum Mahalanobis distance was

14.62, which is well below the critical value of 20.52 (a=.001) for our study (Fidell &

Tabachnick, 2003). This indicates that outliers among the data points are not a signiﬁcant

issue in this study and provides support for the robustness of our ﬁndings.

Discussion

The purpose of this research was to investigate the consequences of value congruence in

health care teams. To achieve this objective, this study investigated the relationship

Table 3. Conditional indirect effect at range of values of professional salience

Professional salience value Zstatistic Signiﬁcance (p)

2.5 0.15 .88

3.1 0.66 .51

3.9 1.96 .05

4.6 2.42 .02

5.4 2.52 .01

Value congruence and team innovation 13

between perceived value congruence and innovation, as well as a contingent explanatory

pathway. The results provide support for a positive relationship between the perception

of value congruity and innovation mediated by team identiﬁcation. Results also support a

moderated–mediated relationship in which the mediating effect of team identity is

dependent on professional salience.

Theoretical contributions

We attempt to make several primary theoretical contributions to the literature. An

important contribution of this article lies in the application of perc eived value congruence

in health care teams. Although health care teams, particularly those of professionally

diverse composition, have been extensively studied over the last decade, the mechanisms

explaining innovation in such teams remain underexplored, as do the factors inﬂuencing

these mechanisms (Zwarenstein & Reeves, 2000). Health care services are increasingly

structured around team activities as opposed to individual responsibilities (Meads,

Ashcroft, Barr, Scott, & Wild, 2005). In this new environment, clinical professions are

required to blur professional boundaries, decrease their historical territoriality, and focus

on shared values, such as patient-centred, interprofessional, and integrated care (Baldwin,

2007; Blount, 2000; Butt, Marke-Reid & Browne, 2008; Health Canada, 2004). In this

study, we took the initiative by exploring the contingent role of value congruence to

provide a clearer understanding how perceptions of deep-level congruity inﬂuence

innovation in a sample of professionally diverse teams.

The ﬁndings indicate that common group identity is a critical mechanism explaining

team innovation. When members perceive that the team shares values that are central to

their task, their perceptions of cooperation is enhanced and the importance of each

member’s contributions to the team’s goal is reinforced. This builds commitment and

develops a shared team identity, which stimulates collaborati ve interpersonal interactions

and constructive analysis of member’s diverse perspectives. Previous studies have linked

social identity to professions, and this has been argued as a critical source of

interprofessional conﬂict; however, the current study is one of the ﬁrst to provide

conﬁrmatory evidence supporting the valuable role of common identity in interprofes-

sional teams.

A key contribution of this study relates to the ﬁnding that professional salience

moderates the mediated relationship between value congruence and innovation. Our

results suggest that although value congruence and team identity provide a context that

motivates members to engage in information sharing and constructive evaluation, this

contributes to team performance only when members are strongly focused on profession

as a source of differentiation between each other. When professional salience is strong,

members are more likely to articulate, and attend to, the positions and perspectives of

their different professions, which enhance the impact of team identity in promoting

collaborative interaction and analysis. When professional salience is weak, the mediating

impact of team identity is not signiﬁcant. This is in alignment with previous research,

which suggests that without a focus on knowledge differences, collective approaches

may increase the risk of conformity and premature consensus (Stasser & Titus, 2003;

Turner, Pratkanis, Probasco, & Leve, 1992).

The ﬁnding that value congruence increases innovation under conditions of high

professional salience signiﬁcantly enhances our understanding of the contingent nature of

the value congruence–innovation relationship. While value congruence provides a

context that encourages the development of team identiﬁcation thereby enhancing

14 Rebecca Mitchell et al.

knowledge sharing and constructive analysis, this strongly contributes to the generation

of new ideas when members are focused on profession as a salient characteristic. This

suggests that professional salience stimulates members’ awareness of the diverse

knowledge assets that stem from professional expertise and prompts the use of a broader

array of perspectives which stimulates novel connections and ideas.

An important contribution of this research lies in its focus on innovation. While much

of the limited research into interprofessional teams has focused on quality, much less has

aimed to understanding the factors that inﬂuence whether teams are innovative, that is,

whether teams lead to new ideas and changes (Lansisalmi et al., 2006). Like many

industries, the health care sector is undergoing major changes, simultaneously dealing

with increases in multiple traumas and acuity (Lansisalmi et al., 2006), and important

structural changes (Ferlie, Fitzgerald, McGivern, Dopson, & Exworthy, 2010). Innovation

in health care settings is a growing priority in recognition of both the dynamic health

policy and operational environment, and empirical research linking innovation to positive

organizational and patient outcomes (West et al., 2003).

The ﬁndings also have implications for future modelling of the impact of perceived ﬁt

on group performance. Previous research has shown that value congruence is antecedent

to group cohesion and group attitudes to work-related tasks (Good & Nelson, 1971;

Kristof-Brown et al., 2005). This study builds on these previous ﬁndings by indicating an

additional mediating mechanism linking value congruence to innovation. It also suggests a

moderating variable that may strengthen the link between cohesion and attitudes to

performance, particularly in tasks requiring innovation. In particular, while cohesion has

been found to potentially increase pressure to conform (Rovio, Eskola, Kozub, Duda, &

Lintunen, 2009), professional salience may act to minimize this risk of conformity by

drawing attention to job-related differences.

Practical contributions

Our ﬁndings have signiﬁcant practical implications. For leaders of interprofessional

teams, the data reinforce the merit of utilizing some of the strategies shown to strengthen

perceptions of value congruence. For example, the development of a collective vision

through transformational leadership has been shown to enhance perception of shared

values (Kark, Shamir, & Chen, 2003). The data reinforce the merit of explicit emphasis on

shared notions of patient centredness and professionalism through interprofessional

education, which have been shown to enhance interprofessional collaboration (McNair,

2005; Reeves et al., 2008), and likely do so, in part, through the perception of common

values (Reeves, Goldman, & Oandasan, 2007). In addition, leaders tasked with innovation

are well advised to bring professional diversity to the attention of members and heighten

awareness of the associated knowledge differences, within an overarching framework of

shared values.

This study has a number of limitations. The sample size may have decreased the

likelihood that predicted relationships were identiﬁed, and this is compounded by our

investigation of moderating effects (Cohen, 1988). However, all our hypotheses were

supported and we utilized PLS-SEM, a method that has been demonstrated as robust to

smaller sample sizes (Ringle, Sarstedt, & Straub, 2012).

Our focus on interprofessional teams may limit the generalizability of the ﬁndings to

other forms of diversity. Writing on the sociology of the professions indicates that

concepts of identity may exist more intensely in interprofessional groups that with other

forms of job-related diversity (Abbott, 1988; Dingwall & Lewis, 1983). This recommends

Value congruence and team innovation 15

future study across a number of bio-demographic and occupational domains and also

suggests the merit of investigating these relationships in more homogeneous groups. The

measurement of our independent constructs represents another limitation. The ICC(2)

results were low for some constructs, which may have resulted in undetected or weaker

relationships (Bliese, 1998, 2000). Thus, it may be possible that the moderating

relationships detected would have been higher if the mean levels of team identiﬁcation or

salience of profession had demonstrated greater variation across groups. This suggests

that future research would beneﬁt from study of larger team sizes, which is likely to

generate higher ICC(2) values (Bliese, 1998), or from a wider range of organizations.

While there is signiﬁcant evidence that our variable measures were valid, future research

could use more robust, extended scales to ensure stability in construct assessment.

While not a limitation, this study investigated perceived value congruence. Following

previous research in this area, we chose to focus on perceptions of value congruence on

the basis that perceptions of differences and similarities have been found to be effective

predictors of attitude and behaviour (Jehn et al., 1999). In particular, perceptions of

attitudinal similarity, rather than actual similarity, are better predictors of both satisfaction

and performance (Turban & Jones, 1988). However, molar approaches, which focus on

perception of similarity, may reﬂect an effective response to the referent team rather than

an assessment of ﬁt (Edwards, Cable, Williamson, Lambert, & Shipp, 2006). This suggests

that future research should utilize a method of subjective and objective ﬁt. In addition, our

measures focus on values relevant to the team’s task, rather than asking members to assess

their similarity on speciﬁed general values. While this allowed us to tap task-relevant

perceptions, it also limited our ability to identify any variance in perceived or actual

congruence across different value dimensions. This suggests that future research could

usefully investigate the impact of perceptions related to speciﬁed value, both general and

job related.

Despite these limitations, the ﬁndings reported here suggest that there is important

research potential in investigating the role of perceived value congruence in health care

teams, particularly those of diverse composition. This study also indicates that our

understanding of the impact of value congruence is signiﬁcantly enhanced through social

identity theory and reinforces the merit of investigating relationship contingencies.

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INT J OPER PROD MAN

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Dec 2018

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Chapter

Oct 2022

Design your Job – es lohnt sich! Die Wissenschaft ist sich einig: Selbstkenntnis gehört zu den wichtigsten Fähigkeiten des 21. Jahrhunderts. Wenn wir uns selbst erkennen und verstehen, wie wir auf andere wirken, sind wir erfolgreicher, zufriedener, sind Energie-Geber für unser Umfeld und klettern schneller die Karriereleiter empor. In diesem Kapitel geht es darum, dass Du Deine Energiequellen erkennst, benennst und im Job anzapfen kannst. Dabei erstellst Du Deine persönliche Energie-Gebrauchsanweisung unter Anwendung von Methoden aus dem Life-Design, der Persönlichkeitsentwicklung und dem neurowissenschaftlichen Marketing sowie zahlreichen Praxisbeispielen. Du erfährst, was wir von Reinigungskräften und Fischverkäufern über Energie im Job lernen können und wie Du zum Goldgräber Deiner Energiequellen wirst. Mit neuen Methoden erkennst Du, was Dich morgens aufstehen lässt, und kannst in einem Satz formulieren, was Dich besonders macht. Du lernst, wie die Leiterin Agiles Arbeiten der IngDiba ihren Zweck „Ich inspiriere Dich, Dein Licht anzuschalten“ im Alltag lebt und wie eine weltweite Restaurantkette es geschafft hat, Tausenden von Mitarbeitern zu ermöglichen, ihren Energie-Antrieb zu finden. Du entdeckst Deine Einzigartigkeit (Deine USP) und anhand Deiner persönlichen Werte-Landkarte, findest Du heraus, welche Management-Grundprinzipien Dich im Alltag stärken und schwächen.

Development of a Japanese Version of the Perceived Fit Scale to Measure Perceived Multidimensional Person–environment Fit: Validity and Reliability Tests among Nurses「知覚された多側面の個人－環境適合」を測定する日本語版適合感尺度の開発：看護職における妥当性と信頼性の検証

Article

Full-text available

Jan 2021

Aim: This study developed a Japanese version of the Perceived Fit Scale to measure five dimensions of perceived person–environment fit and tested its validity and reliability. Method: The Perceived Fit Scale, which measures the three dimensions of person-environment fit (needs–supplies, demands–abilities, and person–organization fit) was translated with permission of the authors of the original scale. “Organization” in the person-organization fit scale was replaced with “supervisor” and “group members;” the person-supervisor and person-group fit scales were added. The two surveys were administered to different groups of nurses across different time periods, some of whom were retested. Data from 209 and 434 participants were analyzed. Result: First, exploratory factor analysis identified the five expected factors; then, confirmatory factor analysis indicated a good model fit. The correlations between the concepts presumed relevant and the developed-scale subscales were as hypothesized. Cronbach’s alpha ranged from .87 to .97 for each subscale. The intraclass correlation coefficients for each survey ranged from .60 to .78 and from .37 to .54. Conclusion: Despite some issues with test–retest reliability, certain levels of validity and reliability were confirmed for this Japanese version of the Perceived Fit Scale among nurses.

Multiple perspectives of measuring organisational value congruence

Article

Full-text available

Dec 2021

Given the diverse conceptualisations used in the measurement of organisational value congruence (OVC), the purpose of this paper is to propose an integrated typology of measurement criteria — as a methodological and measurement guideline — that can be employed in operationalising the measurement of OVC. Based on a review of over forty empirical articles, this typology proposes a path forward to operationalise the measurement of OVC by selecting from the proposed criteria and alternative dimensions to match the specific aims of researchers more comprehensively. The typology thus proposed identifies six key criteria and 12 dimensions therein. It further presents how different combinations of alternative dimensions in measuring OVC are used and can be used to best suit different objectives of researchers. As a concept matrix, this typology would specifically be useful for future researchers to identify how best to measure OVC to match their specific study objectives and facilitate rational comparison of OVC studies, permitting sensible knowledge sharing. Further, this typology can be extended to locate the best possible combinations for operationalising the measurement of OVC for future research.

A Felt Truth: Value Congruence in Family Firms

Article

Jan 2020

Ivonne Pötschke

Family firms are known for having a strong culture and shared values, which arise from the ways in which family traditions and dynamics influence the business. Value congruence is known for having positive effects on employees’ affective commitment, which is strongly connected to organisational performance. Thus, one can assume that a strong family influence on a business entails strong congruency between employees’ and firms’ values. To explore this topic in more depth, the present paper employs theoretical strands from family business research and person-organisation-fit theory. To examine the relationship between family influence, value congruence and their effect on affective commitment, this study conducted an online survey among 15 family firms that were categorized according to their family influence. The paper compared firms with weak and strong family influence in terms of employees’ value congruence and their affective commitment, as well as considered potential influencing factors such as leadership, management stewardship, and tenure. Different methods were used to analyse the data. The findings indicate that family firms with a strong family influence have higher levels of perceived value congruence and affective commitment among employees.

Ambidextrous Knowledge Sharing within R&D Teams and Multinational Enterprise Performance: The Moderating Effects of Cultural Distance in Uncertainty Avoidance

Article

Full-text available

Jun 2020

Current debates on organizational learning distinguish between two distinct and mutually exclusive learning modes: exploration and exploitation. This paper deals with the concept of ambidextrous routines in knowledge management (KM) initiatives. Specifically, drawing on a sample of 1468 MNEs from 24 regions in China, we find that a synergetic combination of explorative and exploitative virtual knowledge is positively associated with MNE performance. In contrast, an imbalance between explorative and exploitative virtual knowledge hurts MNE performance. Furthermore, the effect of imbalanced ambidexterity in virtual knowledge sharing is moderated by the cultural distance in the uncertainty avoidance between the R&D team and the region where the team operates. This paper elaborates on the characteristics of ambidextrous KM initiatives at the micro-level; firms use ambidextrous KM practices to create a learning context, defined by guidelines and methods rather than by a definite purpose. The clear separation of KM initiatives’ purpose and their embedded learning routines and methods enables them to be used ambidextrously. Furthermore, this analysis indicates that ambidextrous KM initiatives follow a path characterized by an increasing variety of purposes but a decreasing variety of underlying structures. Consequently, firms create a learning context that can be activated when necessary in ways required in an exploratory and/or in an exploitative mode.

Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning

Article

Full-text available

Oct 2002
ACAD MANAGE J

Social Identity Theory and the Organization

Article

Full-text available

Jan 1989

Confidence Limits for the Indirect Effect: Distribution of the Product and Resampling Methods

Article

Full-text available

Jan 2004
MULTIVAR BEHAV RES

The most commonly used method to test an indirect effect is to divide the estimate of the indirect effect by its standard error and compare the resulting z statistic with a critical value from the standard normal distribution. Confidence limits for the indirect effect are also typically based on critical values from the standard normal distribution. This article uses a simulation study to demonstrate that confidence limits are imbalanced because the distribution of the indirect effect is normal only in special cases. Two alternatives for improving the performance of confidence limits for the indirect effect are evaluated: (a) a method based on the distribution of the product of two normal random variables, and (b) resampling methods. In Study 1, confidence limits based on the distribution of the product are more accurate than methods based on an assumed normal distribution but confidence limits are still imbalanced. Study 2 demonstrates that more accurate confidence limits are obtained using resampling methods, with the bias-corrected bootstrap the best method overall.

Statistical power analysis for the behavioral sciences

Book

Jan 1988

J. Cohen

Evaluating Structural Equation Models with Unobservable Variables and Measurement Error

Article

Feb 1981

The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.

Work groups and teams in organizations

Article

Jan 2002

PLS-SEM: indeed a silver bullet

Article

Jan 2011
J Market Theor Pract

An assessment of the use of partial least squares structural equation modeling in marketing research

Article

Jan 2011

Opening the black box: an experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership

Article

Dec 2000

This experimental study examined the causal effects of transformational and transactional leadership and the mediating role of trust and value congruence on follower performance. A total of 194 student participants worked on a brainstorming task under transformational and transactional leadership conditions. Leadership styles were manipulated using two confederates, and followers' performance was evaluated via three measures-quantity, quality, and satisfaction. Results, based on path analyses using LISREL, indicated that transformational leadership had both direct and indirect effects on performance mediated through followers' trust in the leader and value congruence. However, transactional leadership had only indirect effects on followers' performance mediated through followers' trust and value congruence. Implications of these results for future research on leadership are provided. Copyright (C) 2000 John Wiley & Sons, Ltd.

'Upper echelons research revisited: antecedents, Elements, and consequences of top management team composition'

Article

Jan 2004

Perceived Value Congruence and Team Innovation

Abstract and Figures

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