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Group performance and intergroup relations in organizations
... In order to derive a model of team effectiveness, an input-process-output model is proposed. Inputs can be behaviours, attributes, and so on; processes include interaction among team members; and outputs include products yielded by the group [59]. In the proposed model, the main input variable is leadership styles; the processes are the conditions to be met for team effectiveness; [14] and the output is perceptions of team effectiveness. ...
... Hypothesis 3a was supported in this study: there was a significant and positive relationship with the quality of group experience (β = 0.462, p<0.05). This was consistent with Flood et al. [59], who also found that transformational leadership had a substantial influence on team effectiveness. Several earlier studies had also shown that transformational leadership had a significant and positive impact on team effectiveness. ...
... Hypotheses 1b, 2b, and 3b, which suggested that directive leadership was negatively related to team effectiveness, were supported in this study. This was consistent with the study of Flood et al. [59], who reported that directive leaders might reduce collaboration among the team and so reduce the co-operative behaviour required for team effectiveness. The correlation analysis results showed an insignificant correlation between this leadership style and team effectiveness. ...
The prevalence of multiple team membership (MTM) in the modern organisation results from the need of an organisation to be efficient with its resources so that the desired efficiency is achieved. This study investigates the effect of leadership styles (transactional, transformational, directive, and laissez-faire) on enabling team effectiveness in the context of MTM. The team effectiveness criteria used are team viability, team processes, and quality of group experience. The data was collected through online questionnaires from 53 individuals in a mining organisation. The results showed a positive relationship between the transactional leadership style and all three criteria of team effectiveness, whereas the directive leadership style indicated a negative relationship with those criteria. Transformational leadership showed a positive impact only on the quality of group experience. Based on the results, it is recommended that transactional leadership styles be adopted for team effectiveness in the context of MTM for similar organisations.
... A team can be defined as a social system of two or more people which is embedded in an organization (context) whose members perceive themselves as such and are perceived as members by others (identity), collaborating on a common task (teamwork) [1,12,11]. The main focus of TWQ research is on the quality of interactions within teams rather than team members' (task) activities. ...
... For the "Collaboration" factor, we compared TWQ-BN, TACT, and STEM. Question 4 (TWQ) and Questions 10,11,12,13,14,15, and 16 (TACT) all revolve around teamwork, collaboration, and how team members work together to achieve common goals. As a result of analyzing such questions, we identified the following themes: ...
... Based on the questions provided by Instrument 2 (Radar-Plot) and Instrument 7 (ATEM), we seek to identify the semantic similarities between them: Redundancy: [9] Radar-Plot: "How easy is it to complete someone else's task?"; [10] Radar-Plot: "If you are stuck, do you get help?"; [11] Radar-Plot: "Do you help others when they have problems?"; [12] Radar-Plot: "How are tasks allocated?"; ...
Multiple models (or instruments) for measuring Teamwork Quality (TWQ) and Teamwork Effectiveness (TWE) for Agile Software Development (ASD) have been created. Regardless, such models have different constructs and measures, with a limited understanding of how they are semantically related. [Objective] Our goal is to understand how specific instruments for ASD are related, considering the semantic relationship between them. [Method] We analyzed eight specific teamwork instruments for ASD (ASD instruments), comparing quantitative factors to identify which such instruments use most. Then, we compared them qualitatively from a semantic perspective, given that they are specific instruments in an agile context, considering the solid theories that support them. [Results] The results showed that Team Orientation and Coordination were identified among the top three rankings, both in the frequency of instrument questions and in the frequencies of literature-based Thematic Network themes. We found in our semantic analysis important themes associated a many instrument factors: Team Interaction associated with Communication factor, Acceptance of Goals associated with Coordination, etc. Qualitative concepts can be investigated considering the ASD factors from the knowledge of the identified parts of the agile instruments. [Conclusion] The semantic analysis brings new perspectives for researchers and practitioners to highlight more investigation about different teamwork aspects (new instruments themes) in ASD. We argue the need to add other ASD instruments to be compared to solidify the results found in this study, so we advocate further studies on this topic.
... Moreover, at the team level, what may be important is the degree to which individuals within the team have the tendency to use each tactic and by how many team members. Hence, relying on the input-process-output (IPO) models of team effectiveness that identify team composition input variables to be associated with team effectiveness (e.g., Gladstein, 1984;Guzzo & Shea, 1992;Hackman, 1987;Tannenbaum et al.,1992), we propose team influence tactics, and particularly team tactic configuration, to be a team composition variable associated with team performance. Specifically, we suggest that the impact that an influence tactic will have on team performance depends on the percentage of team members that tend to use the tactic to a high degree. ...
... Indeed, recent team studies have adopted a compositional or configurational approach to better understand the relationships of different patterns of specific attributes within the team and team outcomes (Miron-Spector et al, 2011;Prewett et al., 2016). For example, different levels and configurations of team members' cognitive styles contributed differently to team innovation (Miron-Spector et al., 2011 Furthermore, relying on research and theory of team development (e.g., Guzzo & Shea, 1992), and particularly on the stages of small-group development (Tuckman, 1965;Tuckman & Jensen, 1977), we propose that the association of team level influence tactics and team performance may be contingent upon the team's life cycle. ...
... This theory suggests that interactions and priorities shift across phases of the team's developmental cycle (e.g., Guzzo & Shea, 1992;Kozlowski et al., 1999Kozlowski et al., , 2006Tuckman & Jensen, 1977). Indeed, due to the absence of a formal leader and structure, members of SMTs engage in potentially intensive interpersonal and role negotiations immediately after the formation of the team (Ilgen et al., 2005;Fisher, 2017). ...
Purpose
By combining the influence tactics and team development literatures, this paper aims to propose a new team-level approach to influence tactics in self-managed teams and a temporal account of the extent to which team-level influence tactics are associated with team performance as a dynamic process.
Design/methodology/approach
Using 75 self-managed teams, we examined the relationship between the proportion of team members who tend to use each influence tactic to a high degree and team performance at initial versus advanced stages of team development.
Findings
Results demonstrated at initial stages of team development, a high proportion of team members who tend to use assertiveness was detrimental to team performance, whereas at advanced stages of team development, a high proportion of team members tending to use ingratiation was detrimental, while rationality was positively associated with team performance. Additionally, a Fuzzy Qualitative Comparative Analysis showed that at advanced stages of team development, tactics configuration matters.
Originality/value
This study sets the stage for a team-level theory of influence tactics by examining the relationship between the proportion of team members who tend to use influence tactics to a high degree and team performance at initial versus advanced stages of team development, and the configurations of tactics associated with better team performance at these developmental stages. While the individual-level literature on influence tactics is based on notions of power and politics, in a team context and specifically with self-managed teams, there is a need to integrate theories of team processes and dynamics to understand how influence tactics are associated with performance.
... Factors such as communication, decision-making, and conflict resolution are essential; however, one of the most decisive elements in team performance is the personality types of its members, as group dynamics can significantly influence project success and collective learning (Tuckman, 1965). Previous studies (Conard, 2006;Guzzo & Shea, 1992) suggest that understanding personality interactions within a team can be key to improving cohesion and performance. In this context, the present study aims to explore how personality models can be effectively applied in academic settings to create high-performing teams. ...
... By considering the compatibility of personality types, specifically enneatypes, team leaders and managers can strategically form teams that are more likely to perform well. The results indicate that the presence of the loyalist enneatype can significantly improve team outcomes due to its characteristics of trustworthiness, responsibility, and adaptability (Guzzo & Shea, 1992;Snow & Walton, 2018). Conversely, combinations of less compatible types, such as the reformer and individualist, may negatively impact team performance, suggesting that managers should be cautious when pairing these personality profiles. ...
The objective of this study is to explore how various personality types correlate with enhanced work performance. The Enneagram type of the participants in the experiment was established by using the simplest version of the Riso–Hudson test. A two-way ANOVA was performed under the principles of the Design of Experiments, which allowed the identification of main effects and interactions in the response, i.e., the marks of the university teams. We found that the interactions between certain Enneagram types seem to increase the average performance marks as a primary effect. Conversely, when certain Enneagram types coincided within a team, the marks significantly decreased, posing a risk to project success. According to our results, the Enneagram framework may be used as a preliminary stage for identifying potential team members for future projects.
... This study draws on key theories of team performance and leadership, including the inputprocess-outcome model of team dynamics (Guzzo and Shea, 1992) and transformational leadership theory (Bass and Riggio, 2006). These frameworks are particularly relevant, as they offer insights into how leadership shapes team performance through mechanisms like communication, conflict resolution and role clarity (Jacobsen and Salomonsen, 2020;Leung, 2008). ...
... These authors argue that transformational leaders not only focus on team performance but also promote the development of individuals within the team, enhancing both collective and individual outcomes. Similarly, Guzzo and Shea (1992) highlight the critical role of leadership in shaping team effectiveness. Their framework highlights the importance of leaders in creating favorable team environments, where shared goals, communication and mutual support drive performance. ...
Purpose
This study examines situational challenges encountered by transformational leaders that hinder team performance in Brazilian companies, providing insights into the factors affecting optimal team functioning.
Design/methodology/approach
In total, 27 decision-makers assessed transformational leadership challenges in various team management scenarios outlined in the literature. The study employed a grey approach as a multi-criteria decision-making model to evaluate the readiness and identification of transformational leadership strategies. The study focused on five challenging situations as decision criteria, leading to a comparative ranking.
Findings
Preparation emerged as the most critical criterion for addressing transformational leadership challenges in team environments. Unequal workload distribution, which causes overload for certain team members, was identified as the most pressing issue, making it the most suitable scenario for applying transformational leadership strategies.
Research limitations/implications
The study’s reliance on expert opinions introduces subjectivity, and the focus on Brazilian companies may limit the generalizability of the findings. Future research should explore these challenges in broader contexts, integrating cross-cultural perspectives and objective criteria. Additionally, combining qualitative methods with the grey approach could provide deeper insights into the complex dynamics of transformational leadership and team performance.
Originality/value
This research contributes to the knowledge base by identifying barriers that impact team performance in Brazilian corporate settings. It offers context-specific strategies to enhance teamwork effectiveness and organizational outcomes, supporting leadership development in Brazil.
... A variety of definitions has been proposed about what constitutes a team (see Guzzo & Shea 1992). But in essence, teams can be defined as "distinguishable sets of two or more people who interact, dynamically, interdependently, and adaptively toward a common and valued goal/objective" (Salas et al., 1992, p. 4), possess different attitudes, behaviours, and cognitions that are constantly shaped and influenced by that of other team members, and vice-versa (Delice, Rousseau & Feitosa, 2019). ...
... Team composition refers to the nature and attributes of team members, and it is one of the most frequently studied team-level variables. Research has tried to establish which types of people work best together, and in what way team members must be compatible in order to work together effectively (Guzzo & Shea, 1992). There is no unified view about which individual characteristics should be considered, but there is a shared view that certain combinations of people in a team are more likely to result in greater performance effectiveness than others. ...
Teams are central to contemporary business organizations. Teams occur in all industries ranging from manufacturing, to professional services, to IT, to healthcare, and are at all levels from top management executive teams to production line teams, cross-functional teams, project teams, quality circles, virtual teams, etc. However, teams are not always productive or effective. How teams are organized, develop team processes and emergent states, their dynamics, has an impact in their collective ability to be productive and effective.
... Collective affordances enacted by a manufacturing culture where interdependence is low and tasks are executed at the individual level, assembled at the team level to produce results Thompson, 1967). In contrast, shared affordances enacted by a service-dominant logic that requires a high degree of interdependence, interaction, and coordination across heterogenous groups to initiate, plan, execute, monitor, and deliver projects Guzzo & Shea, 1992). ...
... In contrast, a shared affordance occurs in environments like service business where group members use technology in the same way because their work environment involves high reciprocal interdependence and thus necessitates a high degree of interaction, dependability, and coordination to accomplish the project (Guzzo & Shea, 1992;. In the service business, the structure of use is shared as group members use BI at the same frequency and share the same affordances about it, which in turn help them enact the same capabilities and coordinate efficiently to achieve group goals . ...
Strategy research is premised on the centrality of technological sustenance, BI and its analytics in particular, for conducting strategizing activities. Drawing on ethnomethodological conceptualizations of reflection and reflexivity, the thesis demonstrates the value of a radical reflexive account through the application of Baudrillard’s simulation and simulacra and Peirce’s semiotics. Through its development of a radical reflexive discourse of BI as simulacra, this thesis critically examines the study of the BI–strategy couplet and the lessons to be learned from this perspective. As such, the thesis investigates the textual practices that comprise the BI and strategy research in determinist, humanist, and post-humanist writings. In light of this, the thesis argues that these treatments do not fully engage with the status and nature of BI sustenance. The findings of the thesis indicate that scholars tend to give theoretical primacy to the environment and outcome (in which BI is viewed as a prop that supplements prospective strategy formulation), or organizational context (in which BI is reduced to its capabilities that support the emergent character of strategy formation). In this context, BI itself tends to fade away into a sea of taken-for-granted assumptions regarding its nature. This taken-for-granted nature of BI sustenance is apparent in its treatment as a “black box” or “self-evident” thing. In response, this dissertation advances an agenda for postmodern and post-human scholarship in BI sustenance and strategy, in which it seeks to re-conceptualize the concept of BI in radically postmodern and post-human notion. First, BI is re-conceptualized as a socially constructed phenomenon, that is, a representation of a reality that can be known only through human images and representations. Second, the thesis theorizes BI as a “prime mover” of the doings of strategy, which will open new avenues for understanding strategy work differently as it is increasingly suffused with ubiquitous technology sustenance. The consequences of this reconceptualization for strategy emergence are explored.
... The input-process-output model of team effectiveness provides a way to understand how teams perform and how to maximize their performance. Nearly every model of team effectiveness developed over the past 25 years uses some form of the input-process-output model (Cohen & Bailey, 1997;Guzzo & Shea, 1992). Inputs include the organizational context, team task, and team composition. ...
Fashion retail sector is one of the largest sources of employment in Indonesia and also shows the tight business competition in the fashion retail sector. As a company that carries the concept of fast fashion, the production team at PT X is one of the divisions that has a crucial role in its business process. The purpose of this study is to determine the efficacy of PT X's production division's performance using the team metrics approach developed by Woodcock and Francis. The Team Blockage Questionnaire and the Internal-Process-Output (IPO) style of interviewing were employed in this study. The assessment results show that the team still has to improve in a few areas in order to perform more effectively at work. The significant variable in understanding why the team's performance is not as effective as it should be is leadership. Interventions are therefore needed to improve these crucial areas for the affected employees as well as for other division and management members.
... Team members must ensure that sufficient discussion takes place for appropriate information to come to light, incorrect members must be able to recognize the correct response if proposed, and correct members must be sufficiently able and motivated to demonstrate the correct response to incorrect members (Laughlin, 1996). This intensive information sharing is most effectively accomplished through instrumental networks, which typically convey work-relevant information (Guzzo & Shea, 1992). Expressive networks are less effective for intellective tasks since they facilitate cohesion, which leads to consensus-building rather than information exchange. ...
To accomplish key objectives, organizations frequently rely on work teams. This study of social networks and team performance sought to make two distinct contributions to theory: simultaneously researching positive and negative networks and integrating a more interdisciplinary research perspective. I investigated how the closure of instrumental and expressive networks combined to predict team intellective and judgmental task performance. A total of 386 participants in 66 teams participated, with 33 teams in each of the two task performance conditions. I found that an expressive (social identification) network had no relationship with intellective task performance, and that the relationship of the instrumental networks (shared leadership and advice) to intellective task performance was dependent upon the density of the task conflict network. I also found that instrumental networks (shared leadership and advice) were unrelated to judgmental task performance, and that the relationship of an expressive network (identification) to judgmental task performance was dependent upon the density of the social loafing network. While the findings from the present study provide a solid foundation for future research, much work remains before we fully understand the complex relationship between social networks and team performance.
... We measured teamwork quality using five items adapted from Guzzo and Shea (1992) and Hatcher and Ross (1991) using seven-point Likert scales (α 5 0.90). Perceived competence (α 5 0.94) and warmth (α 5 0.80) were measured with three-item scales from Scott et al. (2013), using seven-point Likert response options. ...
Purpose
Customer perceptions toward hybrid human–robot teams remain largely unexplored. We focus on the impact of frontline robots’ (FLRs) automated social presence (ASP) on customers’ perceived teamwork quality, and ultimately frontline employees’ (FLEs) competence and warmth. We explore the role of interrogation as a relevant contingency. We complement the customer view with insights into the FLEs’ viewpoint.
Design/methodology/approach
We manipulate FLR’s ASP cues (speech and identity) in a hybrid team in four business-to-consumer (B2C) video-based experiments and collect data from online participants. We combine these with one business-to-business (B2B) field survey which collected data from FLEs working in hybrid teams.
Findings
When FLR’s ASP increases, customers more positively evaluate teamwork quality, ultimately affecting FLEs’ competence and warmth. FLEs who correct (interrogate) robotic mistakes strengthen the positive effect of FLRs’ ASP on teamwork quality. When FLRs correct FLEs, ASP’s effect on teamwork quality is also strengthened, while FLEs are not “punished” for erring. In contrast, FLEs themselves do perceive corrections as detrimental to teamwork quality. We term this the hybrid team evaluation paradox.
Practical implications
We recommend that firms deploy hybrid teams equipped with high-ASP FLRs (name and speech suffice). FLEs should be trained, and FLRs programmed, to appropriately use interrogation. Managers should pay attention to the paradox, given the conflicting perceptions toward interrogative behaviors.
Originality/value
We advance the hybrid teams literature by drawing on ASP, social cognition and collective mindfulness theories and behaviors that ameliorate customer perceptions. Our results support using FLRs to enhance FLEs’ capabilities.
... We measured teamwork quality using five items adapted from Guzzo and Shea (1992) and Hatcher and Ross (1991) Appendix A provides the full scenarios and their descriptions for this study (and all other studies in this paper). Appendix B offers an overview of the measures of our study constructs (in this and the rest of studies in this paper). ...
(forthcoming in Journal of Service Management)
Purpose
Customer perceptions towards hybrid human-robot teams remains largely unexplored. We focus on the impact of FLR’s automated social presence (ASP) on customers’ perceived teamwork quality, and ultimately FLE’s competence and warmth. We explore the role of interrogation as a relevant contingency. We complement the customer view with insights into the FLEs’ viewpoint.
Methodology
We manipulate FLR’s ASP cues (speech and identity) in a hybrid team in four B2C video-based experiments and collect data from online participants. We combine these with one B2B field survey which collected data from FLEs working in hybrid teams.
Findings
When FLR’s ASP increases, customers more positively evaluate teamwork quality, ultimately affecting FLEs’ competence and warmth. FLEs who correct (interrogate) robotic mistakes strengthen the positive effect of FLRs’ ASP on teamwork quality. When FLRs correct FLEs, ASP’s effect on teamwork quality is also strengthened, while FLEs are not “punished” for erring. In contrast, FLEs themselves do perceive corrections as detrimental to teamwork quality. We term this the hybrid team evaluation paradox.
Practical implications
We recommend that firms deploy hybrid teams equipped with high-ASP FLRs (name and speech suffice). FLEs should be trained, and FLRs programmed, to appropriately use interrogation. Managers should pay attention to the paradox, given the conflicting perceptions towards interrogative behaviours.
Originality/value
We advance the hybrid teams literature by drawing on ASP, social cognition and collective mindfulness theories and behaviours that ameliorate customer perceptions. Our results support using FLRs to enhance FLEs’ capabilities.
Keywords
Hybrid teams, automated social presence, social cognition, collective mindfulness.
... Teams, as opposed to individuals, are being increasingly recognized as the building blocks of organizations (Guzzo & Shea, 1992). Therefore, teamwork effectiveness has gained the attention of the research community. ...
This paper examines current assumptions underlying the team effectiveness literature so as to propose alternative assumptions. Problematization methodology was used to problematize the existing assumptions. Integral Framework was applied to categorize constructs of team effectiveness literature. Alternative assumptions were proposed along with a discussion on their theory generation potential and the potential audience to whom these assumptions would be of benefit. Results of the application of problematization methodology and integral framework have problematized the three current assumptions, i.e."experienced meaningfulness", "outside-in" view of team processes, and the impact of "structure on behavior" of team members. Alternative assumptions of "felt meaningfulness", inside-out' view of team processes, and the impact of "culture of leadership on behavior" of team members have resulted in relevant research propositions. Limitations and directions for future research are discussed along with theoretical and managerial implications.
... A gestão do desempenho de equipes efetivas gera muitos conflitos, por outro lado, trazem consigo grandes oportunidades de desenvolvimento (GUZZO; SHEA, 1992;WORKMAN, 2007;PAZOS, 2012;MA et al., 2019). ...
Na busca pelo alto desempenho as organizações tem buscado diversificar os tipos de pessoas com personalidades, estilos, preferências, etnias, idades e interesses distintos. Por causa desta diversidade ocorre o fenômeno do conflito, de origem multifatorial de acordo com componentes comportamentais individuais pela interação consigo mesmo buscando essencialmente a autopreservação, biológicos ao se observar a relação das emoções na intensidade do conflito para regulação de estímulos em determinadas situações e culturais a partir da pluralidade cultural nos diferentes grupos e ambientes. A partir disso, surge a necessidade do gerenciamento de conflitos aliado a ferramentas como a gestão de emoções, analisando também o ambiente em que as situações de divergências acontecem, auxiliando no desenvolvimento de equipes de trabalho mais efetivas, utilizando o conflito como um construto e não mais como malefício. Por isso, este estudo busca compreender a necessidade da avaliação de outros aspectos para o desenvolvimento da gestão de conflitos mais efetiva, com o intuito de fomentar a produtividade e inovação em equipes de trabalho. Para tanto foi realizada uma revisão de literatura acessando as bases Google Acadêmico, Scopus e Web of Science. Logo, ressaltou-se a origem multifatorial dos conflitos que exige uma abordagem integrada no gerenciamento das variáveis a qual influência a performance das equipes.
... Such situations, in which group members work collectively for a desirable outcome, are characterized by the pursuit of group-level goals (Weldon & Weingart, 1988;Weingart & Weldon, 1991). Groups have been recognized since the 1980s as building blocks of organizations (Goodman, 1986;Goodman et al., 1987;Guzzo & Shea, 1992;Hackman & Morris, 1975) and continue to be an important component of organizational and social structures. ...
Examining factors that motivate individuals to contribute to the attainment of collective outcomes is a worthwhile effort, as many valuable goals are pursued at a group level. The current research identifies a novel phenomenon that provides insight into motivational dynamics of group-level goals. The results of four studies demonstrate that actions that facilitate the progress of a group member can be more motivating than actions that facilitate one’s own progress; this happens because actions that facilitate the progress of a group member are perceived as more impactful and capable of generating a greater amount of overall progress toward the group-level goal than equivalent actions that facilitate objectively the same amount of one’s own progress. Theoretical and practical implications are discussed.
... Team processes, particularly teamwork, play a central role in explaining team effectiveness in the IMO framework. 21,59 The teamwork process is an inevitable factor in team sports, involving behavioral aspects related to interpersonal interactions. 14 Walker 56 mentioned that flow experiences in a team environment can occur due to social interactions. ...
The purpose of this study is to investigate how shared leadership, as perceived by players within a soccer team, influences teamwork execution and the state of flow. To achieve the objectives of this study, a purposive sampling method was employed, and soccer players registered with the Korea Football Association were selected as the research participants. Subsequently, data were collected using self-report surveys on shared leadership, teamwork execution, and flow state. Data from 415 participants were utilized for analysis, and data analysis was conducted using the SPSS 26.0 and AMOS 21.0 programs. Shared leadership was found to have a positive association with teamwork execution and the state of flow. Furthermore, the mediating effect of teamwork execution in the relationship between shared leadership and the state of flow was found to be significant. The results of this study emphasize the influence of leadership that is shared among team members rather than the effectiveness of individual leadership.
... The vast amount of deadlines that are being missed despite the fact that meeting them is regarded as vital to project success urges for a better understanding of the factors influencing timely project performance. Organizations increasingly rely on team-based arrangements, such as project teams, task forces, quality circles, autonomous work groups, and cross-functional teams as a means to gain competitive advantage and improve the experience of work for their employees (Guzzo & Shea, 1992;Thompson, 2004). ...
Purpose: This paper looks at the concept of deadlines meeting challenges by leaders and how this problem affects performance and goal attainment in organizations. Deadlines may be defined as prescribed or expected timelines for task accomplishment and submission. It forms a framework within which a task or assignment should be performed so as to succeed in goal attainment. The paper focuses on why deadline meeting has become such a huge challenge to leaders in organizations and the challenges this problem poses to performance in work places. Materials and Methods: It was assumed in this presentation that there seems to be no proper connectivity and meaningful engagement between those who make task deadlines and those who are expected to carry out tasks and meet deadlines. Findings: The paper will then proceed to suggest best practices in dealing with deadlines so as to promote goal attainment. Implications to Theory, Practice and Policy: The paper concludes that lack of proper task accomplishment systems and implementation of best deadlines meeting practices are the major causes of failure to meet deadlines by most organizational leadership.
... In addition, supervisors with high task dependence on subordinates rely more on their subordinates' support to achieve their work goals (Guzzo & Shea, 1992;Miloslavic et al., 2015). Such help and benefits brought by subordinates can make the supervisors feel grateful (Tsang, 2006). ...
Scholars have shown growing interest in leader-member exchange (LMX). Primary studies have considerably focused on the subordinate-related antecedents of LMX. However, the studies have an evident gap in the examination of when and how supervisors’ behavior and emotion affect themselves and their LMX relationships with subordinates. Given the potent role of a supervisors’ affective characteristics, we explored how empowering behavior may influence supervisors though a quantitative diary study. Results indicated that only when a supervisor has high task dependence on the subordinate can empowering behavior increase the supervisor’s gratitude, thus leading to higher LMX-affect. By shifting the primary focus from subordinates’ perceptions to supervisors’ psychological activities, we provided a supervisor perspective that enhances our understanding of both empowering behavior and the development of LMX.
... Conceptual models of team effectiveness have generally taken an input-process-outcome perspective, in which team training is viewed as an organizational input affecting team processes (e.g., coordination) and various team outcomes (e.g., Gist, Locke, & Taylor, 1987;Gladstein, 1984;Guzzo & Shea, 1992;R. Hackman, 1983;Tannenbaum, Beard, & Salas, 1992). ...
The authors examined the role of cross-training in developing shared team-interaction mental models, coordination, and performance in a 2-experiment study using computer simulation methodology (for Experiment 1, N = 45 teams; for Experiment 2, N = 49 teams). Similar findings emerged across the 2 experiments. First, cross-training enhanced the development of shared team-interaction models. Second, coordination mediated the relationship between shared mental models and team performance. However, there was some inconsistency in the findings concerning the depth of cross-training necessary for improving shared mental models. Results are discussed in terms of the impact of different levels of cross-training on team effectiveness.
... At the individual level, this may be done through training, goal setting, and on-the-job coaching (Bandura, 1997). In the case of groups, efficacy may be boosted through goal setting, rewards, and the provision of adequate resources (Guzzo & Shea, 1992). This point may seem contradictory given the above recommendation regarding the reduction of stressors; however, in some cases, stressors may be unavoidable. ...
This study built on previous exploratory research (S. M. Jex & D. M. Gudanowski, 1992) that examined both self-efficacy and collective efficacy as moderators of stressor–strain relations. Based on survey data collected from 2,273 U.S. Army soldiers representing 36 companies, it was found that both self- and collective efficacy moderated the relationship between stressors and strains. Multilevel random coefficient model results revealed that respondents with strong self-efficacy reacted less negatively in terms of psychological and physical strain to long work hours and work overload than did those reporting low levels of efficacy. In addition, respondents with high levels of self-efficacy responded more positively in terms of job satisfaction to tasks with high significance than did those with low efficacy. The results also revealed that group-level collective efficacy moderated the relationship between work overload and job satisfaction and between task significance and organizational commitment. Limitations of the study and implications of these findings are discussed.
... Task interdependence refers to the degree to which individuals depend on others to complete their work tasks (Guzzo & Shea, 1992). It means "the degree to which the design of an individual team members' tasks and job requires that he or she coordinates activities and exchanges materials and information with other members of the team" (Van der Vegt & Van de Vliert, 2005, p. 75). ...
Background
Virtual reality (VR) is becoming increasingly accessible and being utilized in various organizations to meet education and training needs. Despite its potential, research regarding VR applications has focused on measuring the effectiveness of VR programs relative to non‐VR programs; consequently, the ways in which VR programs are effective remain unclear.
Objectives
Recognizing this research gap, this study examined whether task type‐dependent differences in training outcomes exist between VR training and non‐VR training groups.
Methods
To examine the effects of VR technology for training purposes in a military setting, we conducted a quasi‐experiment focusing on how the effects vary based on task characteristics. A total of 90 military personnel were randomly assigned to either an experimental group (VR) or a control group (non‐VR). After completing their respective training, the two groups participated in four tasks simulating real battle scenarios and designed to evaluate the effectiveness of the VR‐based training. We analysed primary data collected through survey instruments and performance evaluation using a one‐way between‐group analysis of covariance (ANCOVA) and supplementary interview data using thematic analysis.
Results and Conclusions
The quantitative analysis showed that the VR group performed better than the control group on three tasks in which communication, interaction and immediate situational judgements were critical. No difference was found between the two groups in the other task, which involved the routine operation of physical objects. Additional interview data revealed the extent to which trainees perceived the VR training as effective in understanding in‐situ conditions, preparing and practising their own and their team's reactions to emergent situations and in manipulating virtual objects.
Implications
Our findings provide insight into VR technology's potential to enhance human performance in various training contexts. VR is specifically effective in training that aim to improve immediate judgement and group coordination. Our findings provide useful information for those seeking to design and develop training environments that maximize the effects of VR.
... Further, Baker et al. (2006) postulate that teams depend on each team member's ability to be able to anticipate the needs of each other, and respect each other's decisions and actions based on mutual understanding and consultations with a shared understanding of how a process should be followed for any task or job. According to Klimoski and Mohammed (1994), Hinds and Weisband (2003) and Johnson et al. (2007), a team can be more efficient and effective if the members of the team know that they have a shared understanding of the tasks to be carried out at workplace Banks and Millward, (2007), Bonito (2004), Converse et al. (1993), Klimoski and Mohammed (1994), Kraiger and Wenzel (1997), Mathieu et al. (2000), Miles et al. (2008), Mohammed et al. (2010), Salas et al. (2013), Wildman et al. (2012) Collective efficacy The emphasis on the way tasks are carried out in organisations has moved progressively from individual workers to teamwork (Devine et al., 1999;Guzzo and Shea, 1992;Sundstrom et al., 1990;Tesluk and Mathieu, 1999). Research scholars have hypothesised team efficacy for a specific job (Gist, 1987;Lindsley et al., 1995;Mischel and Northcraft, 1997) and made a wide-ranging assumption that workgroup capability (Guzzo et al., 1993;Shea and Guzzo, 1987) is an essential cognitive factor for the performance of a team. ...
This paper systematically reviewed research work on drivers of teamwork, which willreinforce construction work teams to enhance workers’ safety performance. This study adds to theexisting but limited understanding of teamwork drivers on construction workers’ safety performance.This paper presents scholars and industry-based professionals with critical initiatives that have to beimplemented in organisations to get positive results in safety while working in teams with an emphasis onsystems drivers of teamwork on safety performance at the organisational level, which will help inproviding information on the functioning of the teams and contribute towards improved safetyperformance of team workers
(PDF) Review of drivers of teamwork for construction health and safety. Available from: https://www.researchgate.net/publication/371988250_Review_of_drivers_of_teamwork_for_construction_health_and_safety [accessed Jul 03 2023].
... Chen and Chen [9] stated the development of trust is one of the main challenges in a virtual team because the tasks in a project are interdependent. Guzzo and Shea [10] stated that task interdependence is the degree to which team members rely on one another and must interact in order for the group to accomplish its work. It is supported by a claim by Staples and Webster [11] that task interdependence is a factor that can change the influence of trust in a team. ...
This study aims to: (1) find out the variables that influence people’s trust in the virtual team in a project, (2) find out the relationship of these variables with people trust in the virtual team in a project, and (3) the relationship between the presence of experienced members on a virtual team in leading an organization to determine the success of a project. The experiment was conducted using online Werewolf game and collected questionnaires from 30 respondents that divided into 3 groups, i.e., (1) having experience of being leaders, (2) a combination of having and having no experience of being leaders, and (3) having no experience of being leaders. A correlation test and a comparative test were used to analyze the result. The results found four variables that could influence people’s trust, i.e., (1) ability, (2) benevolence, (3) integrity, and (4) task faithfulness. All variables had a positive effect, except for task faithfulness. There is a relationship between the presence of leaders in a virtual team to the success of the project.
... While there is a myriad of teamwork models available (see, e.g., Roberts et al., 2022;Rousseau et al., 2006;Salas et al., 2005 for reviews), there are similarities amongst them. Taskwork and teamwork are generally contextualized as an input-process-output (I-P-O) framework (McGrath, 1964(McGrath, , 1984 or some variation or extension of it (Guzzo & Shea, 1992;Ilgen et al., 2005;Marks et al., 2001). According to the I-P-O-framework, conditions such as the characteristics of team members, available resources and contextual factors serve as inputs for teamwork processes or as mediators that convert the inputs into collective outcomes, that is, team performance outputs (Cannon-Bowers et al., 1995;Hackman, 2012;Mathieu et al., 2000Mathieu et al., , 2008. ...
Air combat is the ultimate test for teamwork, as teams of fighter pilot (or flights), must coordinate their actions in a highly complex, hostile, dynamic and time critical environment. Flights can coordinate their actions using communication, that is, explicitly, or by relying on team situation awareness (SA), that is, implicitly. This paper examines how these two forms of coordination are associated with performance when prosecuting or evading an attack in simulated air combat. This was done by investigating the flights' team SA, number of SA-related communication acts and performance in these two types of critical events during air combat. The results exhibit a quadratic dependence between team SA and communication. The rate of change of SA-related communication frequency with respect to change of team SA was negative: communication was needed to build team SA, but once an appropriate level of team SA was established, fewer communications were required. If, however, team SA deteriorated the number of SA communication acts increased. However, during time critical events, the flights did not always have enough time to coordinate their actions verbally. If the flights' team SA in such situations was low, the flights' explicit coordination attempts were not sufficient to avoid poor performance.
... Most team effectiveness models, including those developed by (Guzzo & Shea, 1992), (Gist et al., 1987), and (Hackman, 1983;Tannenbaum et al., 1992), place a central focus on team processes. One model that has been influential in organisational studies for several decades is McGrath's (1964) input-process-outcome (IPO) model. ...
This study aimed to investigate how transformational leadership affects team processes, mediated by change in team members. A self-administered questionnaire was distributed to construction project team members in Abuja and Kaduna, and statistical analysis revealed a significant positive relationship between transformational leadership and team processes, transformational leadership and change in team members, changes in team members and team processes, and changes in team members mediating the relationship between transformational leadership and team processes. Future studies should consider cultural differences.
... The Full Range of Leadership Theory (FRLT) and the Team Climate for Innovation (TCI) model will be used as the theoretical framework for this study to investigate the relationship between leadership behaviors and team climate for innovation. This study is framed within the principal approach of thinking about group performance: the team inputs-process-outputs (IPO) model proposed by McGrath (1964) and expanded by others (Gladstein, 1984;Guzzo & Shea, 1992;West, Hirst, Richter, & Shipton, 2004) (Figure 1). In the theoretical framework shown in Figure 1, the behavioral subcomponents of the FRLT are inputs to the R&D team process wherein the R&D team's climate for innovation is influenced by the R&D team leader's leadership styles and behaviors. ...
This study was designed to examine the relationship between the Full Range of Leadership Theory (FRLT) leadership styles of transformational, transactional, and passive-avoidant leadership and their respective behavioral subcomponents and team climate for innovation. The Multifactor Leadership Questionnaire (MLQ) 5x-Short Rater Form and the Team Climate Inventory (TCI) instruments were used in this study for assessing the perceived leadership styles of research and development team leaders and their respective team’s climate for innovation.
The correlational research design was cross-sectional, quantitative, and non-experimental in which 95 manufacturing industry’s research and development team members in the United States participated as a simple random sample from a Qualtrics panel database. The study findings showed support for most of the hypotheses indicating that transformational and transactional leadership styles and behaviors of the FRLT have a significant and positive relationship with team climate for innovation in contrast to passive-avoidant leadership behaviors having little to
no significant or positive relationship. Suggestions for future research include adding qualitative data to the study and adding quantifiable innovation output information in a longitudinal study setting to examine how leadership styles and behaviors change over time and relate to team output.
https://www.proquest.com/docview/1501643220
... A highly interdependent task environment may increase the levels of cooperation demands, role conflicts, and workloads while diminishing role clarity and control over jobs [47,49,50]. As goal achievement and rewards are based on the combined contributions of members toward a group task in high task-interdependence situations, individuals become more observant of others' performance and act in a socially defensive manner to avoid falling victim to members who free ride on others' effort [47,51]. Under this circumstance, individuals can even become socially dominant to push others to strive harder when they observe others shirking responsibilities. ...
Despite extensive research on the role of negative affect (NA) in causing interpersonal deviance, the role of positive affect (PA) remains unclear. Responding to the call for more nuanced research on the interpersonal effects of PA, this study explores the neglected facet of PA, the agentic rather than communal aspect, in predicting interpersonal deviance. Drawing upon regulatory focus theory and social labeling theory, we explore how PA predicts interpersonal deviance. We further propose that this relationship will be mediated by social risk-taking and moderated by task interdependence. Multi-source field data provide support for the hypothesis that PA is positively related to interpersonal deviance, which is mediated by social risk-taking. In addition, the relationship is significant only in the condition of high task interdependence that activates the agentic aspect of PA. This study concludes that the beneficial effects of PA are not universal, and that PA at work may have unintended negative consequences, such as interpersonal deviance. Implications for theory and research are discussed.
... Task interdependence is commonly perceived as a contingency variable, exacerbating or attenuating the effects of one variable on another (Duffy, Shaw & Stark, 2000;Staples & Webster, 2008). It refers to the degree to which interaction and coordination of team members are required to complete the tasks (Guzzo & Shea, 1992). Due to the vitality of task interdependence, a number of researchers have formulated ways to categorize it. ...
Envy has been relatively ignored in organizational behavior research. In this study, we focus on the impact of supervisor subordinate relationship (LMX) on envy. In addition, we also investigate the consequences of envy in terms of employee knowledge sharing and relational conflict. Building on Affective events theory, we argue that employees who do not have a good relationship with their supervisors (low quality LMX) will exhibit higher levels of envy. As a result, they will restrict their knowledge sharing, and engage in relational conflict in the workplace. Partial least squares based structural equation modeling was applied to the data derived from a sample of one hundred sixty one software engineers working across various information technology firms in India. Results of the study provide support to three of the proposed hypotheses. This study contributes to the field by demonstrating the negative consequences of envy in the workplace. Practical implications of the study and some interesting avenues for future research are also discussed.
... the effects of member attribute distribution (e.g., Campion et al., 1993;Colbert et al., 2014;Guzzo & Shea, 1992;Humphrey et al., 2007;Jackson, 1991;Mathieu et al., 2014). Drawing much of this work together, Bell et al. (2018) specifically note the variation of member attributes both within and between team members, and more importantly, the need for tight alignment between theory and the operationalization of factors or attributes to make progress in understanding the effects of team composition. ...
... Team processes are central in most models of team effectiveness (e.g., Guzzo & Shea, 1992). Marks, Mathieu, and Zaccaro (2001) developed a taxonomy of team processes that included the three subdimensions of transition, action, and interpersonal processes. ...
Work teams increasingly face unprecedented challenges in volatile, uncertain, complex, and often ambiguous environments. In response, team researchers have begun to focus more on teams whose work revolves around mitigating risks in these dynamic environments. Some highly insightful contributions to team research and organizational studies have originated from investigating teams that face unconventional or extreme events. Despite this increased attention to extreme teams, however, a comprehensive theoretical framework is missing. We introduce such a framework that envisions team extremeness as a continuous, multidimensional variable consisting of environmental extremeness (i.e., external team context) and task extremeness (i.e., internal team context). The proposed framework allows every team to be placed on the team extremeness continuum, bridging the gap between literature on extreme and more traditional teams. Furthermore, we present six propositions addressing how team extremeness may interact with team processes, emergent states, and outcomes using core variables for team effectiveness and the well-established input–mediator–output–input model to structure our theorizing. Finally, we outline some potential directions for future research by elaborating on temporal considerations (i.e., patterns and trajectories), measurement approaches, and consideration of multilevel relationships involving team extremeness. We hope that our theoretical framework and theorizing can create a path forward, stimulating future research within the organizational team literature to further examine the impact of team extremeness on team dynamics and effectiveness.
... Ces caractéristiques renforcent considérablement la validité externe de la présente recherche. Néanmoins, les recherches futures devraient aller au-delà du contexte actuel et réexaminer nos résultats dans divers contextes différents (Guzzo et Shea, 1992). Deuxièmement, les données ont été obtenues à partir d'une seule source à un seul temps de mesure, ce qui peut conduire à un biais de méthode commune (Podsakoff et al., 2012). ...
Dans cette recherche, nous examinons l’effet du climat de justice interpersonnelle du groupe (défini comme les perceptions communes d’un traitement interpersonnel équitable entre les collègues) sur les comportements individuels innovants. De façon précise, nous testons un modèle de médiation en série de telle sorte que le climat de justice interpersonnelle du groupe favorise une identification au groupe, ce qui à son tour favorise un engagement collectif au travail, ce qui cause finalement un comportement individuel innovant. Par conséquent, nous examinons le rôle joué par le modèle d’engagement du groupe et le modèle Demande-Ressource d’Emploi dans ce mécanisme de médiation. Les données d’enquête recueillies auprès de 528 individus regroupés dans 114 groupes de travail, ont été testées en utilisant une approche de modélisation multi niveau par équations structurelles. Les résultats montrent l’impact du climat de justice interpersonnelle du groupe sur les comportements individuels innovants à travers l’identification au groupe et l’engagement collectif au travail. Les implications théoriques et pratiques seront discutées.
... It reflects the extent to which individuals rely on their team members and take into account their choices when making their own decisions. Therefore, behavioral interdependence differs from task interdependence, which is the degree to which the interaction and coordination of team members are required (but not necessarily implemented) to solve a task (Costa et al., 2017;Guzzo & Shea, 1992;Langfred, 2005;Saavedra, Earley, & Van Dyne, 1993;Wageman, 1995). It also differs from the structure of communication network, which can enable team members to communicate more or less frequently with each other (Derex & Boyd, 2016;Goldstone et al., 2013;Lazer & Friedman, 2007;Mason & Watts, 2012). ...
Search is a fundamental part of complex problem solving and often involves a choice between the exploration of new ideas and the exploitation of already known solutions. While literature has mainly analyzed search behavior of individuals working alone, we investigate search accomplished by individuals working in teams. We study the interplay of three theoretically grounded factors that can affect the search behavior of individuals in teams: the level of behavioral interdependence among team members, the members' limited level of knowledge about the problem, and the performance feedback they receive. We operationalize search behavior in terms of search distance, which reflects the extent of exploration in problem space. Results show that high behavioral interdependence reduces exploration, while limited knowledge promotes exploration. Furthermore, positive performance feedback leads to reduced exploration, the more so the lower behavioral interdependence and the more limited knowledge are. We discuss theoretical and practical implications of these results for team design.
... Other studies reported a positive relationship between group size and group performance [28][29][30] as larger groups were able to get access to more resources, perspectives, and expertise. Meanwhile, some research concluded that group size had a curvilinear relationship with group performance such that having too few or too many members would reduce performance [31][32][33] because small groups might lack the diversity of perspectives, whereas larger groups tended to divide into subgroups which would hinder group outcomes. Some empirical studies even found the group size to be unrelated to group performance [34,35]. ...
The relationship between size and performance of collaborative human small groups has been studied broadly across management, psychology, economics, sociology, and engineering disciplines. However, empirical research findings on this question remain equivocal. Many of the earlier studies centered on empirical human-subject experiments, which inevitably involved many confounding factors. To obtain more theory-driven mechanistic explanations of the linkage between group size and performance, we developed an agent-based simulation model that describes the complex process of collaborative group decision-making on problem-solving tasks. To find better solutions to a problem with given complexity, these agents repeatedly explore and share solution candidates, evaluate and respond to the solutions proposed by others, and update their understanding of the problem by conducting individual local search and incorporating others’ proposals. Our results showed that under a condition of ineffective information sharing, group size was negatively related to group performance at the beginning of discussion across each level of problem complexity (i.e., low, medium, and high). However, in the long run, larger groups outperformed smaller groups for the problem with medium complexity and equally well for the problem with low complexity because larger groups developed higher solution diversity. For the problem with high complexity, the higher solution diversity led to more disagreements which in turn hindered larger groups’ collaborative problem-solving ability. Our results also suggested that, in small collaborative team settings, effective information sharing can significantly improve group performance for groups of any size, especially for larger groups. This model provides a unified, mechanistic explanation of the conflicting observations reported in the existing empirical literature.
... Based on the literature on dynamic capability, cited above, and on literature on the input-process-output of team and organizational-level learning (Carron and Hanusenblas 1998;Cohen and Bailey 1997;Guzzo and Shea 1992;Gist, Locke, and Taylor 1987;McGrath 1984;Marks, Mathieu, and Zaccaro 2001), we developed a model of the dynamic processes of OL in the Chinese context (please refer to Appendix 1). In the model, we have distilled the key aspects of dynamic capability into five elements: opportunities, path, position, processes, and transformation, which form the basis of an ongoing cycle. ...
In this paper, we apply a model derived from dynamic capability theory to analyze the evolution and development of Huawei as an emerging MNC that is also a dynamic learning organization. We show how this firm has evolved through four distinct eras, characterized in succession by imitation, improvement, integration, and cross-disciplinary engagement. Each era has involved a sequence of steps, beginning with opportunities, and followed by path, position, processes and transformation. Through much of its history, Huawei drew heavily on outside expertise. By contrast, the contemporary Huawei has become self-sufficient, as progressive transformations have enabled the firm to acquire dynamic capability for developing unique client-driven solutions by combining knowledge from diverse internal expert communities.
... In Study 3, we demonstrated that the effects of leader ambivalence on team task performance was stronger in highly complex projects. Other project characteristics, such as task interdependence (Saavedra et al., 1993), the degree to which group member interaction and coordination are required to complete the task (Guzzo & Shea, 1992), could also moderate the proposed relationship. Researchers have argued that team members working on an interdependent task can develop a shared understanding of their situation (Wageman, 1995) because they have to interact with one another to perform the task (Saavedra et al., 1993). ...
In this article, we investigate the effects of leader subjective ambivalence on team performance. Integrating the ambivalence literature and social learning theory, we propose a multi‐level model of whether, when, and why team leaders’ subjective ambivalence enhances team performance outcomes. The results of two laboratory experiments (Studies 1 and 2) demonstrate initial support for the relationship between leader subjective ambivalence and information‐seeking behaviors. The results of a longitudinal field study (Study 3) based on 164 projects (164 leaders and 725 subordinates) show that leader subjective ambivalence has a positive indirect effect on team task performance first through leader information‐seeking behaviors and later through team information‐seeking behaviors. Our results further indicate that project complexity is a boundary condition for the proposed conditional indirect effect of leader subjective ambivalence on team performance outcomes. We discuss the theoretical and practical implications of these findings.
... Task interdependence describes how employees interact with other employees to complete their tasks (Kiggundu, 1983). While interacting with others, employees need to share information and materials with team members for successful performance (Guzzo & Shea, 1992;Jehn, 1995). Accordingly, task interdependence would influence employees' role perceptions, defining what tasks should be completed and what behaviors are expected from employees (Griffin et al., 2007). ...
This paper investigates the positive influence of perceived organizational support (POS) on employees’ knowledge sharing behavior through their affective commitment. Moreover, it examines the moderating effect of task interdependence, as a situational factor, on this mediating relationship. The results from a total of 222 supervisor-subordinate dyads showed that POS was positively related to affective commitment, leading to knowledge sharing behaviors. Besides, the mediation effect of affective commitment was stronger when task interdependence was low than when it was high. These results imply that employees receiving high organizational support would share their knowledge when they perceive knowledge sharing as a voluntary behavior. Theoretical and practical implications are discussed.
Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.
Purpose
Prior literature on the cultural determinants of cash holdings focuses on time-invariant cultural variables measured at the geographical level. These measures of culture do not capture the firm-level variation in corporate culture. Using a validated time-variant measure of firm-level corporate culture, specifically teamwork, we examine the effect of teamwork on a firm's cash holdings.
Design/methodology/approach
In this paper, we explore the effect of corporate teamwork culture on firms' cash holdings. Using sudden CEO turnover as an exogenous shock to a firm's teamwork culture, we find teamwork increases cash holdings. Also, we test and find two channels—financial constraint and agency—and two new labour-related channels—human capital quality and labour inefficiency—through which teamwork culture affects cash holdings. Our results are robust to endogeneity tests.
Findings
We find that teamwork increases the cash holdings of firms. We find that a firm with a high teamwork culture has higher cash holdings: an increase of one standard deviation in teamwork leads to a 14.6% rise in the mean cash holdings.
Originality/value
To our knowledge, our study is the first to introduce the firm-level teamwork cultural construct as a determinant of cash holdings.
Sağlık sektöründe ekip performansının artırılmasında otantik liderlik ve kolektif etkinlik etkili unsurlar olabilir. Bu çalışmada otantik liderlik, kolektif etkinlik ve performans arasındaki etkileşimin araştırılması ve otantik liderliğin performansa etkisinde kolektif etkinliğin aracılık rolünün olup olmadığının belirlemesi amaçlanmıştır. Araştırma, sağlık hizmetleri sektöründe yapılmıştır. Bu çalışmanın sağlık sektöründe yapılmasının nedeni, emeğin ve uzmanlaşmanın üst düzeyde olduğu bu sektörde, etkin liderliğin ve üst düzey ekip performansının, insan sağlığına doğrudan etkisinin olmasıdır. Dolayısıyla araştırmada elde edilen bulgular karar vericilere, literatüre ayrıca doğrudan veya dolaylı olarak insan sağlığına fayda sağlayabilir. Bu araştırmada veri toplama aracı olarak e-anket yöntemi kullanılmıştır. Rastlantısal örnekleme metotlarından biri olan, basit rastgele örnekleme yöntemi ile Gaziantep ilinde kamu ve özel sağlık kuruluşlarında görev yapan 291 sağlık çalışanından veri sağlanmıştır. Oluşturulan model, kurulan yapısal eşitlik modeliyle sınanmıştır. Çalışmada otantik liderliğin hem kolektif etkinliği hem de ekip performansını pozitif olarak etkilediği görülmüştür. Kolektif etkinlik ile ekip performansı arasında güçlü ve olumlu düzeyde bir etkileşim bulunmaktadır. Araştırmada otantik liderliğin performansa etkisinde kolektif etkinliğin aracılık rolünün olduğu görülmüştür. Ekip performansının geliştirilmesinde bu hususun dikkate alınması gerekmektedir. Yöneticilerin otantik liderlik yaklaşımlarına kolektif etkinliği de dâhil etmesinin ekip performansını daha da geliştirebileceği unutulmamalıdır. Literatürde otantik liderlik, kolektif etkinlik ve performans etkileşiminin bir bütün olarak ele alındığı çok az çalışma bulunmaktadır. Araştırmacıların farklı sektörlerde ve farklı bölgelerde bu alanda çalışma yapmalarının literatüre katkı sağlayacağı düşünülmektedir. Ayrıca diğer liderlik tiplerinin de hem kolektif etkinliğe hem de performansa etkisinin araştırılması önerilmektedir.
Adapting to technological change is a continually evolving organizational priority and connecting across borders to ensure that intra and inter organizational virtual teams (geographically not co-located) are prepared, engaged, and trained sufficiently to perform to expectations is still an elusive organizational objective.
For maintaining a competitive mindset in a company there are different kinds of tactics used for knowledge sharing in an organization but there is a new concept known as knowledge hiding and we would be discussing how knowledge hiding could be beneficial for an organization. For better understanding and results this study is also supported by questionnaire data. The sample size comprised 123 respondents. The results indicate that knowledge hiding is negatively linked with project success and results further confirm the moderating role of task interdependence between knowledge hiding and project success.
We meta-analyzed the relationship between team planning and performance moderated by task, team, context, and methodological factors. For testing our hypothesized model, we used a meta-analytic structural equation modeling approach. Based on K = 33 independent samples (N = 1,885 teams), a mixed-effects model indicated a non‐zero moderate positive effect size (ρ = .31, 95% CI [.20, .42]). Methodological quality, generally rated as adequate, was unrelated to effect size. Sensitivity analyses suggest that effect sizes were robust to exclusion of any individual study and publication bias. The statistical power of the studies was generally low and significantly moderated the relationship, with a large positive relationship for studies with high-powered (k = 42, ρ = .40, 95% CI [.27, .54]) and a smaller, significant relationship for low-powered studies (k = 54, ρ = .16, 95% CI [.01, .30]). The effect size was robust and generally not qualified by a large number of moderators, but was more pronounced for less interdependent tasks, less specialized team members, and assessment of quality rather than quantity of planning. Latent class analysis revealed no qualitatively different subgroups within populations. We recommend large‐scale collaboration to overcome several methodological weaknesses of the current literature, which is severely underpowered, potentially biased by self-reporting data, and lacks long-term follow-ups.
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