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Affective diversity and emotional intelligence in cross-functional sourcing teams
Abstract
In cross-functional sourcing teams, differences in goals and personality traits can lead to tensions and reduced effectiveness. Diversity in teams can be conceptualized as surface-level diversity (e.g., gender, nationality) or as deep-level diversity (e.g., personality, attitudes). This study investigates the potentially negative effects of one category of deep-level diversity – namely, affective trait diversity – on sourcing team performance and how such negative effects might be mitigated through team members' emotional intelligence. The study analyzes a sample of 88 sourcing teams (234 team members) using moderated regression analyses. Sourcing team cohesion is found to fully mediate the relationship between affective diversity and team performance, while the collective emotional intelligence of the sourcing team positively moderates the diversity-cohesion relationship (moderated mediation). Thus, this study provides insights into both the mechanics of team diversity and the critical role of collective emotional intelligence in sourcing teams and thereby enables supply managers to better understand cross-functional team setups and effectiveness.
... Team EQ can also indirectly affect team performance via a moderation effect. Kaufmann and Wagner (2017) investigated the potentially harmful effects of affective trait diversity on sourcing team performance and how such adverse effects might be mitigated through the team EQ. They found that the sourcing team's EQ positively moderates the link between affective diversity and team cohesion and subsequently has a positive influence on sourcing team performance. ...
... Clarke (2010a) MSCEIT V2.0 Multicultural teams Students When EQ training follows by participating in intense team-based learning, the EQ ability to use emotions to facilitate thinking can be developed Cole et al. (2016) WEIP-S Both face-to-face and virtual teams Employees EQ is positively related to team member collaboration EQ is a stronger positive predictor of collaboration in team members working in face-to-face teams than in virtual teams Teams with high EQ operate at a high level of performance throughout the teamwork. On the other hand, low EQ teams initially perform at a low level but will raise their performance to match that of teams with high EQ over time Kaufmann and Wagner (2017) WLEIS and WEIP-S Face-to-face teams Employees Team EQ positively moderates the link between affective diversity and team cohesion and subsequently has a positive influence on team performance ...
... The content analysis of the literature review result shows that the relation of EQ with various team processes and outcomes has been mostly investigated at the team level (Ayoko et al. 2008;Barczak et al. 2010;Chang et al. 2012;Günsel and Açikgöz 2013;Hur et al. 2011;Jamshed and (Xiang et al. 2016), team trust (Barczak et al. 2010;Chang et al. 2012), social network structure (Zhang et al. 2019), conflict duration (Ayoko et al. 2008), team cohesion (Lee and Wong 2017), and innovation (Lee and Wong 2017), and negatively affects the occurrence of intragroup conflicts (Ayoko et al. 2008;Lee and Wong 2017) and the intensity of intragroup conflicts (Ayoko et al. 2008). Also, a team's EQ indirectly influences team performance via a moderation effect (Kaufmann and Wagner 2017;Lee and Wong 2017). Team EQ-team performance relationship can also be mediated by the team's shared mental model (Xiang et al. 2016), intra-team trust (Chang et al. 2012), and social network structure (Zhang et al. 2019). ...
With organizations moving towards team-based structures, there is a great interest in studying organizational teams. Using a comprehensive, thorough, and systematic literature review, this study reviews the existing studies that have contributed to the importance of intelligences in various types of teams. This study intends to structure existing research, identify its current trends, and provide an overview of recent research strands and topics on the role of intelligences in organizational teams. Searches were conducted of Web of Science and EBSCO databases, and 44 eligible studies, published in Chartered Association of Business Schools (ABS) ≥ 2-star journals, were identified. The results indicate that cognitive ability, emotional intelligence, and cultural intelligence can be considered important factors contributing to various team-related outcomes. Furthermore, the findings demonstrate a growing interest in research on global virtual teams, which is a trend that is predicted to continue. Suggestions for future research directions are discussed.
... Indeed, in the marketing research, the customer is often presented from a holistic perspective as the "buying company" (Monczka et al., 1998;Andersen et al., 2016) or "decision-making unit" (Osmonbekov and Johnston, 2018), without exploring the roles of different managers toward their suppliers. The concept of the buying center (Webster and Wind, 1972;Johnston and Bonoma, 1981) or sourcing teams (Kaufmann and Wagner, 2017;Driedonks et al., 2010Driedonks et al., , 2014 which refer to recognition in the purchasing literature that the buyer is not the only customer representative facing the supplierare little used in the marketing literature. Still, purchasing literature stresses that other business managers do step into the customer buying decision process, and the choices of those other functional managers may be influenced by the purchased product typology. ...
... The consistent transformation of firms requires that buying centers evolve, too. It seems that the concept of the "buying center" has recently moved toward the concept of "sourcing teams" (Kaufmann and Wagner, 2017;Driedonks et al., 2010Driedonks et al., , 2014, where the focus is no longer so much on the different roles carried out by the members of the buying center. The sourcing team is assigned to the common task of finding and managing suppliers for a specific product or service category. ...
... The sourcing team is assigned to the common task of finding and managing suppliers for a specific product or service category. Hence, buyers work in cross-functional teams (Hesping and Schiele, 2016), in which other team members come from different departments (logistics, production, research and development and information technology) with different goals and expertise (Kaufmann and Wagner, 2017). Teams are staffed with buyers and people from different business units (Driedonks et al., 2010); as such, this study defines the typology of the teams as largely between buyers (belonging to the procurement unit) on one side and business managers (belonging to the unit that will "use" the product or "influence" its purchase) on the other side. ...
Purpose
This paper is about customer relationships from the perspective of small suppliers. More precisely, this paper aims to examine the relational implications through a product portfolio model with the main participants of the buying center (buyer/business manager).
Design/methodology/approach
The study first uses an in-depth qualitative data analysis to explore how elements of small suppliers’ relationship with such large customer’s main actors are affected by the nature of the product (categorized between strategic, bottleneck and non-critical items). From the results, an empirical model is drawn of small suppliers’ relational strategies in a product-centered and buyer/business manager relationship typology. To analyze the results of the empirical model, a quantitative analysis is performed, using the fuzzy set qualitative comparative analysis approach.
Findings
This study contributes to deepen the supplier–customer relationship analysis, from a product-centered and customer dyadic perspective (buyer and customer business manager). The findings highlight three different small suppliers’ relationship strategy with a different level of involvement of the different participants of the buying center.
Originality/value
Few studies so far analyze vertical asymmetric relationships from a triadic perspective composed of the small supplier, the buyer and the business manager – hence, this study contributes to unveiling some of the relationship complexity within a triad of actors and how small suppliers can navigate through this complexity according to their product or service positioning.
... Recent research has uncovered several factors leading to improved processes and better performance of these sourcing teams, such as consensus building (Meschnig & Kaufmann, 2015), emotional intelligence (Kaufmann & Wagner, 2017), team creativity climate (Kiratli et al., 2016), the absence of relationship conflict (Franke & Foerstl, 2019), and the use of an experience-based decision-making approach (Kaufmann et al., 2014). However, cross-functional sourcing teams do not exist in an isolated, stand-alone vacuum; ...
... In this research, we limit our focus to one specific aspect-(expected) team cohesion-because of its positive association with cross-functional sourcing team performance (Kaufmann & Wagner, 2017). Team cohesion can be understood as felt attraction toward team members that creates an interpersonal bond between them (Harrison et al., 1998). ...
... In addition to the practical advantages, such as parsimony and ease of administration (Drolet & Morrison, 2001;Wanous et al., 1997), researchers point to the adequacy of using such single-item constructs to capture globally assessed attitudinal variables (Diamantopoulos et al., 2012). The scale for expected team cohesion was adapted from Kaufmann and Wagner (2017) and showed high internal consistency (a = .898). All variables used a 7-point Likert-type scale ranging from "very unwilling" to "very willing," or from "strongly disagree" to "strongly agree." ...
The interplay between informal and formal mechanisms has frequently been analyzed in the general management and supply chain management disciplines. The same is true for linkages between past and present events. However, the extant supply management literature largely conceptualizes formal cross‐functional sourcing collaborations as free from influences emanating from prior encounters. This compartmentalization is in sharp contrast to sociology and social psychology research, which demonstrates that overlooking previous interactions limits our understanding of team dynamics. Boundary‐spanning supply managers continually engage in formal and informal interactions with colleagues from other functions both before and during formal collaborations in sourcing teams. Our research focuses on the effects of informal exchanges that have taken place prior to the formal establishment of the sourcing team. We investigate how a colleague from another function reacts to a supply manager’s rejection of informal advice, and how the supply manager can mitigate the potential negative effects of this reaction on future formal sourcing collaborations. We use social exchange theory and impression management theory to derive hypotheses, a scenario‐based experiment to test the hypotheses, and a sequential explanatory strategy based on interviews to delve more deeply into the experimental findings. The results suggest that previous informal advice rejection reduces both an advisor’s willingness to provide formal advice to the advice‐receiving supply manager in an ensuing cross‐functional sourcing team and the expected cohesion of such a team, as compared to when the advice was heeded. We differentiate between five types of advisees’ mitigation strategies and find that the negative implications can be mitigated but that the degree of mitigation effectiveness partly depends on the advisor’s expertise level.
... More recently, the same EI ability was also found to buffer the negative effect of negative emotions on team satisfaction (Ortiz-Bonnin et al., 2022). Similarly, team members' affective diversity (i.e., diversity in the tendency to experience positive affect) was reported to have a negative effect on team cohesion, and consequently on team performance, only if team-level EI was low (Kaufmann & Wagner, 2017). ...
... Though using different methods and measures, the eight studies that have examined the moderator effects of EI have also yielded quite consistent results. Apart from converging on the general conclusion that EI can indeed buffer the negative effects of certain group processes and emotions on CPS, they also suggest that EI abilities are particularly important when it comes to moderating diversity in teams: More specifically, it seems that these abilities can reduce the negative effects of "bad" differences-for instance, of the fact that not all team members are equally conscientious (Paik et al., 2019), likely to experience positive affect (Kaufmann & Wagner, 2017), communicate well with the team leader (Du et al., 2022), or have the same information (Wang, 2015); on the other hand, EI abilities also seem to bolster the effects of "good" differences, such EMOTIONAL INTELLIGENCE AND COLLABORATIVE PROBLEM SOLVING as diversity of perspectives, which is necessary to come up with creative solutions (Hoever et al., 2012). If we take diversity to be the "rub" inherent in any group encounter, including CPS (after all, no two persons are the same), then this insight into the smoothing-out effects of EI abilities is particularly important and encouraging and again implies that efforts to train these abilities should be seriously considered as a means to reduce conflicts and enhance performance in CPS. ...
Nous avons procédé à un examen systématique de plus de vingt ans de recherche afin de déterminer si et comment les capacités impliquées dans le concept d’intelligence émotionnelle (IE) affectent la qualité d’un type spécifique de travail d’équipe, à savoir la résolution collaborative de problèmes (RCP). Grâce à une recherche documentaire conforme aux lignes directrices PRISMA (Preferred Reporting Items for Systematic reviews and Meta-Analyses), nous avons relevé 47 publications pertinentes, présentant un total de 50 études individuelles correspondant à nos critères d’inclusion et d’exclusion. Après avoir analysé ce corpus de recherche, nous avons constaté qu’il existe des preuves cohérentes et solides—y compris certaines données expérimentales—que les capacités des membres de l’équipe à percevoir, comprendre et gérer les émotions (a) affectent positivement les aspects relationnels de la RCP (par exemple, la cohésion et la confiance de l’équipe); (b) contribuent indirectement à la performance de l’équipe; et (c) modèrent les effets d’autres variables de groupe telles que la diversité de l’équipe sur la RCP, ce qui favorise à nouveau de meilleurs résultats. Outre les multiples confirmations de ces effets positifs pour les capacités d’IE testées objectivement et évaluées subjectivement, nous avons rencontré un ensemble de preuves, peu nombreuses, mais cohérentes, témoignant du « côté obscur » de l’IE—plus précisément, montrant qu’une plus grande capacité à reconnaître/exprimer des émotions négatives au sein de l’équipe peut, dans certaines circonstances, nuire à la qualité de la RCP. Enfin, nous avons établi que la recherche est beaucoup plus rare et moins concluante en ce qui concerne les effets de l’IE sur les performances individuelles dans la RCP (par exemple, le comportement de jeu en équipe et le leadership émergent), et nous tentons ici d’expliquer ces résultats mitigés. Les implications pratiques et les pistes de recherche futures sont également discutées.
... This is demonstrated in the use of the Big Five Personality Traits psychological analysis model for organizational performance (Judge & Zapata, 2015) and the studies about the relationship between narcissistic characteristics and organizational performance (Liu et al., 2016). Kaufmann and Wagner (2017) emphasize the need for studies on diversity that comprise psychological variables. The authors focused their work on vibrant diversity, aiming to understand how diversity, in emotional terms, influences the performance of a cross-functional group. ...
... Ergo, when individual seeks to move away from their psychological traits, they narrow the relationships in the organizations to simple formal interactions, blocking the development of more fruitful relationships. Kaufmann and Wagner (2017) emphasize the importance of emotional intelligence to avoid conflicts in organizations and achieve higher performance levels. ...
Purpose – Our aim is to demonstrate how diversity is seen and how it could be represented as a set of meanings and beliefs and interpretative schemes within a social movement theory. Theoretical framework – Our study is grounded in diversity and social movement theories. Design/methodology/approach – Through a bibliometric study, we analyzed 121 papers published in 89 journals in the management and strategy field. The studies were classified and analyzed according to their distribution in two lines of research. The first line comprises studies that correlate patterns in social differences. The second line includes diversity studies developed based on critical research paradigms regarding characteristics related to specific social groups or minorities. Findings – Considering the two lines of research that predominate in studies of human diversity, which clearly present different focuses in relation to their objectives, this research described the configuration of publications in these lines. We offer four propositions for organizational analysis and strategy studies considering diversity as a social movement. Practical & social implications of research – Our work has a theoretical implication by including a new concept of organization and our practical implication lies in the possibilities for an inclusive way to view diversity in the organizational context. Originality/value – This research paper provides informative insights in studying social movements as a category of diversity. It also complements the understanding of human diversity as a topic of interest in organization studies. This serves as good information to improve the development of themes of diversity in the workplace. Keywords: Bibliometrics; human diversity; organizational behavior; organizing; social movement.
... The mediating role of the project success factor is common in literature, as is the role of the project success factor in establishing connections and advancing projects (Hao et al., 2020). In a study, Kaufmann and Wagner (2017) found that the combined EI of the team's members is an important aspect and positively associated to the performance of the team. They said that a team with a lot of emotionally intelligent members has a higher level of team cohesion, which means that the team members have strong bonds with each other. ...
Globalization and competition drive rapid adoption of new technologies, leading to a rise in complex projects. Project managers need to know how to lead teams through the planning and execution phases of a project while keeping in line with the organization's objectives. In order to successfully manage complex projects, emotional intelligence is an essential leadership quality. Therefore, the present research aimed to investigate the impact of project manager's emotional intelligence (PMEI) on megaprojects China-Pakistan Economic Corridor (CPEC) success through mediating roles of human-related agile challenges Inventory (HRACI) and project success factors (PSF), and project management as a moderator. The study employed convenience and purposive sampling methods to collect data from 533 project managers working on CPEC projects. The Smart PLS 4 software was utilized to evaluate the hypotheses. The results of this study indicated that the direct effect of a PMEI is not significant on CPEC. However, through mediating variables, HRACI exhibited a negative and significant association , while PSF positively and significantly mediate the relationship among PMEI and CPEC. Furthermore, project management as a moderator has a significant and positive effect on PMEI and PSF, however, insignificant between PMEI and CPEC, and negatively significant among PMEI and HRACI. The findings of this study are of great significance for project managers and project leaders. They will need to acquire the skills to prevent issues from arising, particularly when conflicts emerge, in order to ensure the success of megaproject. Therefore, current study recommend that PMEI appears to have a vital role in social interactions, promoting emotions of trust, efficient communication, and cooperation with other project teams in high-stress work environments like CPEC. Lastly, theoretical and practical contributions are discussed, as well as research constraints and future research directions.
... Moreover, EI is a variable related to multiple variables such as the gender of collaborators, according to which EI can vary and impact their work performance (18,19,20,21,22,23) because it can be associated with trust and cohesion as ways to establish a "connection" with self-esteem. (19,24,25,26,27) EI influences the quality of service and the established direction. (28) Additionally, professional trajectories and personality can affect the level of EI. (13) On the other hand, it impacts leadership style, creativity; in burnout from work activity and job satisfaction. ...
In the post-pandemic era, organizational challenges have intensified, particularly in leadership and management within the retail sector. This study focuses on the pivotal role of Emotional Intelligence (EI) in shaping leadership styles among human resource managers. Given the complexities introduced by the pandemic, which include managing remote teams and addressing heightened emotional stressors, the study argues that leaders must possess a profound understanding of both their own and their team members' emotional dynamics. Employing a quantitative approach, the study surveyed 385 human resource managers across Peruvian retail companies to assess how EI influences their leadership styles. The analysis utilized ordinal logistic regression, revealing that EI significantly affects leadership modalities, accounting for 27.2% of the variation in leadership styles. This suggests that EI is a critical predictor of effective leadership. The findings underscore the necessity for HR leaders to excel in emotional management, which is essential not only for improving team cohesion and workplace atmosphere but also for enhancing overall business profitability. The study concludes that in the evolving retail landscape, fostering leaders with high EI could be the key to navigating post-pandemic challenges effectively.
... Kiratli et al. (2016) looked at the team creativity climate within sourcing teams, one specific dimension of team innovation climate, and demonstrated its positive effect on sourcing team performance. Andersen et al. (2020) focussed on the alignment of purchasing teams, Gonzalez-Padron et al. (2008) focussed on team work and Kaufmann and Wagner (2017) looked at the cohesiveness of purchasing functions within teams with diverse profiles. These scattered approaches to team innovation climate in purchasing, focussing on one dimension or another of innovation team climate, or considering it in relation to other EPI antecedents, have led to multiple calls for more attention to the role of innovation climate in the purchasing function (Kiratli et al., 2016;Schiele et al., 2021). ...
This study aims to enhance our understanding of the relationship between team innovation climate within the purchasing team and the level of purchasing involvement in open innovation (OI) initiatives. Previous research in psychology and management has documented the impact of team climate on innovation capacity. Furthermore, the purchasing function has been recognised as a bridge between internal and external resources in OI. However, to date, research has not examined the link between the team innovation climate and the role of the purchasing function in OI initiatives. To address this gap, we studied a sample of 258 purchasing teams across industries in France based on a self-audit and questionnaire using established team innovation climate scales. From our analyses, four dimensions of the purchasing team climate towards innovation emerge: the team cohesiveness, the team creativity, the leader support for innovation and the institutional support for innovation. We subsequently conduct regression and necessary condition analysis. Our results show that institutional support is both necessary and positively related to involvement. Moreover, purchasing’s ability to contribute to inbound OI is constrained by each of the four dimensions of the team innovation climate, to various extents. Our work thereby elucidates the individual elements and the collective impact of the team innovation climate that enable the exploitation of the innovative potential of suppliers through purchasing’s bridge function between external and internal innovation actors providing new insights into the human side of OI at team level.
Managerial Highlights
•Team innovation climate plays an important role in the management of open innovation.
•Team innovation climate influences the purchasing team’s involvement in open innovation projects of its firm i.e. the way its open innovation is managed.
•There are four dimensions affecting the purchasing team innovation climate: institutional support, team leader support, team creativity and team cohesiveness.
•High levels of involvement of the purchasing function do not occur without at least medium levels of these four dimensions.
•Only institutional support is directly and positively related to the increasing level of involvement of purchasing in open innovation initiatives.
... Researchers have studied the impact of those two types of diversity on different organisational outcomes (Coetzee & Veldsman, 2016;Harvey, 2013;Kaufmann & Wagner, 2017;Kim, 2017;Tekleab & Quigley, 2014;Triana, Kim, Byun, Delgado, & Arthur, 2021;Wu, Richard, Zhang, & Macaulay, 2019). As stated by Post et al. (2021) some deep-level diversity dimensions remain understudied and as noted by Nkomo et al. (2019), researchers very often focus on one diversity dimensionanalyzing individuals as occupying only one diversity dimension and focusing on single diversity dimensions like gender, race, (dis)ability, LGBTQ+ etc. Research, where individuals were studied from the perspective of occupying multiple categories simultaneously are by far less common. ...
On February 24, 2022 Russian invaded Ukraine and the world we know changed. Over the following couple of weeks over 1,4 million refugees came to Poland, which till that time had almost no experiences in handling refugees, let alone in such quantities. In order to help the refugees a special law was passed, which allowed them to immediately start working. However, their traumatic experiences, the sudden uprooting from everyday life they makes them a unique group of employees. In this paper we argue, that the refugee experience should be considered a separate diversity dimension as it has significant consequences not only the refugees but also the organisation employing them. For the purpose of the study, we adopted an exploratory single-case study, analyzing a food production company in Poland, employing refugees from the Ukraine. We collected primary and secondary data. The analysis of the empirical data led to the division of the findings into two perspectives. The first one describes the human factor of the functioning of the refugees in XYZ. Based on the analysis we distinguished four groups of such traits: the psychological state, the competencies, the perception of work and motivation and behaviour. The second one shows how the functioning of the organisation changes, thus presenting an organisational point of view.
... Another commonly used typology identifies "surface-level" diversity and "deep-level" diversity. There is a significant body of research on the effects of both diversity types on organizational outcomes (Acar, 2010;Coetzee & Veldsman, 2016;Kaufmann & Wagner, 2017;Triana et al., 2021;Wu et al., 2019). The third significant typology of diversity distinguishes functional and demographical diversity. ...
Organizations are increasingly operating in a multicultural and diverse workforce. Researchers and practitioners have recognized that diversity is a double-edged sword and can result in many significant benefits but can also present challenges in organizations. Therefore, the goal of the paper was to analyse the influence of perceived diversity on job satisfaction as well as the perceived inclusive organizational culture and an inclusive diversity paradigm on employee job satisfaction. In order to analyse the research problem, a quantitative approach was chosen. The research has been conducted on a representative sample (n=1035) of Poles using a research panel. The analysis of the data showed a statistically significant, positive correlation between perceived diversity and job satisfaction, as well as a statistically significant, positive correlation between an inclusive work environment (defined as an inclusive organizational culture and an inclusive diversity paradigm) and job satisfaction. The paper broadens our understanding of the role of diversity and inclusion for job-related attitudes. It shows managers that developing an inclusive, diverse workplace can have an influence on job satisfaction. The paper contributes to the research on diversity, inclusion, and job satisfaction by addressing diversity, an inclusive work environment and its consequences for an organization from the perspective of the employee and their perception of the analysed issues. Implications for Central European audience: Central European countries are rather homogenous in terms of socio-demographic diversity dimensions, especially in comparison to the US and West European context, where the vast majority of diversity and inclusion research has been conducted. When analysing employee attitudes, it may be important to look not only at objective variables but turn towards the perception of those by the employees who in this case are raised in a Polish, homogenous society. Thus, the paper contributes to the literature by presenting a CEE context and gives managers operating in this region insight into how diversity and inclusion affect job satisfaction.
... Individuals with high EI also tend to induce positive moods and emotions in their workplace Ashkanasy and Dorris (2017) and reduce emotion-related problems including stress and burnout enhancing overall team performance, Greenidge et al. (2014). These findings support the value of EI as a trait that fosters positivity and camaraderie in project teams Urda and Loch (2013) and as a crucial ability that teams may use to gather and share information in order to accomplish their stated objectives and improve their performance Kaufmann and Wagner (2017) . ...
There is increased awareness about the factors that affect project success since project stakeholders are constantly working towards a successful project. Although there are many aspects that affect a project's success, project managers are essential. The purpose of this study is to investigate how emotional intelligence (EI) affects project managers' ability to manage projects effectively. Research has been done in fields of relation between emotional intelligence and project success, but influence of emotional intelligence on project manager’s competency in the field is unknown. In this study linear regression is applied to determine the inter relation between emotional intelligence and competency of a project manager. The practical application of linear regression was demonstrated and conclusions were drawn from the findings of the study. The inter-relations between emotional intelligence and competency of project managers are determined along with the degree of dependency. It is important to understand the dependency of competency on soft skills to enhance a project manager’s performance and thus the project’s success.
... For instance, cross-functional teams need effective leadership and clear goals (Trent and Monczka, 1994). Familiarity seems to improve how cross-functional sourcing teams collaborate, where interactions and previous experience help members to interpret each others reactions (Kaufmann and Wagner, 2017). ...
Based on an in-depth case study of an automotive manufacturer sourcing parts for high technology projects, this study investigates the intentions and structure of socialization within and between firms during the supplier selection process in technologically uncertain sourcing situations. Here, we aim to answer the question of how socialization can hedge against the high levels of uncertainty for manufacturers selecting suppliers of high technology resources. The case represents a major automotive manufacturer in Northern Europe, and is based on 38 semi-structured interviews with representatives of the different functions involved in the sourcing for the new development projects. Our data suggest that internal and external socialization during the supplier selection process can improve internal alignment and problem solving, and external familiarity towards the sourcing task. In this context, socialization took place on functional, cross-functional, and (inter)corporate levels, with higher functional autonomy during the assessment, and higher cross-functional integration during negotiations and decision making, adding to the debate on whether functions should be integrated or separated.
... La IE impacta en el desempeño cuando el rendimiento se encuentra bajo estrés; también, a través de vías distintas, en el rendimiento creativo, en el liderazgo, en la inteligencia cultural de la empresa, en la resolución de conflictos y en la cohesión del equipo (Udayar et al., 2020;Apore y Asamoah, 2019;Choerudin, 2016;Rasiah et al., 2019;Darvishmotevali et al., 2018;Xu et al., 2019;Open, 2013;Jyoti y Kour, 2017;Başoğul y Özgür, 2016;Lee y Wong, 2019;Kaufmann y Wagner, 2017). ...
... Thus, there is growing pressure to not only produce accordingly, but also to represent and live these values within the organization. Therefore, current leadership and Human Resource Management (HRM) research is constantly searching for solutions supporting the growth of emotional, spiritual, cultural, intentional and appreciative intelligence in leaders and decision-makers (Martin and Hafer 2009;Šilingienė and Škėrienė 2015;Parkkali et al. 2015;Rosenauer et al. 2016;Kaufmann and Gaeckler 2015;Kaufmann and Wagner 2017). The ability to manage the 'spiritual capital' in the workplace has been called "the missing link in the process of human development that should be identified and considered as an important factor for developed and morally qualified human resources" (Ahmed et al. 2016, p. 165). ...
This systematic review synthesises the available evidence regarding the European understanding of workplace spirituality (definitions), the importance of spirituality and religion (evidence) as well as spiritual leadership (meaning and practice) in for-profitorganizations. The search for eligible studies was conducted in OPAC Plus, SCOPUS, Science Direct, JSTOR, EBSCO, and Google Scholar from 2007/01 to 2017/07. Three independent scholars extracted the data. Twenty studies were included (two mixed-methods, eight quantitative, ten qualitative) for the final quality assessment. A study quality assessment and thematic analysis was conducted. This review gives suggestions for study quality improvement and reporting. Thematically, two different approaches to religion and spirituality (R/S) were detected: a) work has a spiritual dimension and b) religious and spiritual orientation as “spiritual capital”. Studies demonstrated positive effect on job satisfaction, health, commitment, company productivity and sustainability; Christian leadership does not address personal religious orientation; the spiritual dimension may lead to a change of perspective; workplace spirituality may exploit people for profit-oriented business goals; non-white Muslims experience discrimination. This systematic review provides robust evidence and findings for evidence-informed policymaking and encourages a more rigorous research in this field of study.
... In addition, in organizations where people with different characteristics come together, it is possible that the emotional intelligence levels of leaders can play a mediating role between these two variables. In the literature, emotional intelligence may be associated with both sustainable leadership (Badri-Harun et al., 2016;Augusty and Mathew, 2020) and diversity management (Gardenswartz et al., 2010;Kaufmann and Wagner, 2017). However, no study was found in the literature in which these three variables were used together. ...
The purpose of this research is to examine the mediating role of emotional intelligence in the relationship between school principals’ sustainable leadership behaviors and their diversity management skills. For this purpose, this research, which was designed in the relational survey model, was carried out on teachers. The data of the study were collected using the “Sustainable Leadership Scale,” “Diversity Management Scale,” and “Emotional Intelligence Scale.” Descriptive statistics, Pearson product-moment correlation coefficient, t-test, one-way ANOVA analyses and structural equation model were used in the analysis of the data. As a result of the research, it was found that the school principals’ sustainable leadership behavior levels, their ability to manage differences and their emotional intelligence levels were high according to teacher perceptions. According to the correlation analysis, it was found that there is a positive and significant relationship between sustainable leadership, diversity management, and emotional intelligence. In addition, path analyses to examine the mediator variable effect revealed that emotional intelligence has a full mediating role in the relationship between school principals’ sustainable leadership behaviors and their diversity management skills. In addition to the research, it was also examined whether teachers perceptions of school principals on sustainable leadership behaviors, diversity management skills, and emotional intelligence levels differ significantly according to teachers’ gender, professional seniority, educational status and the level of education they work in. In addition to this, they have shown that they need to use their emotional intelligence effectively.
... Managers must ensure that their teams receive specific emotional competency training that equips them with greater awareness and regulation of their own and others' emotions (Kaufmann & Wagner, 2017). To maintain a high level of employee performance, managers can provide emotional intelligence training programs to their employees (Zhang et al., 2015). ...
This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.
... This is an intentional and strategic operating policy with a number of benefits, including increasing the speed at which the organization can take advantage of new opportunities to generate revenue or reduce expense, and reducing the risks that come from depending on a single individual (particularly in industries with high turnover rates). Yet the inherently diverse nature of cross-functional teams can pose challenges to successful teamwork [26]- [28]. In addition to differences in disciplinary expertise and technical training, cross-functional teams must navigate the challenges of integrating individuals with different background experiences, communication preferences, and working styles. ...
... These results show the critical nature of one party's perception of another's EI. In building on this research, Kaufmann and Wagner (2017) investigated the effectiveness of EI within sourcing team members to mitigate the negative effect of unfair feelings related to their company's selection of suppliers. The authors noted that EI served as a "conflict-mitigating trait" (p. ...
Industry advancements are accelerating at phenomenal rates and changing the management of logistics and supply chain operations. Employers must develop supervision with advanced skills to manage and retain the most effective employees making up the new workforce of highly skilled and technologically advanced personnel. Emotional intelligence is a managerial competence leveraged by leaders to connect with subordinates on a psychologically emotional level. Our research evaluates and applies emotional intelligence within the context of managing logistics and supply chain employees. Recognizing that employees are critical to production and service delivery, logistics and supply chain managers must be able to cognitively analyze situations and connect with employees in a positive manner even during challenging times. We find that managers possessing higher levels of emotional intelligence are better equipped to help their employees manage emotions, build more positive working conditions for subordinates, increase retention of employees, and achieve more positive service outcomes for external customers.
... This process stems from group norms that team members develop during their interactions (Druskat & Wolff, 2001). The development of collective emotional competences at the team level is a key cognitive skill that leads to awareness and regulation of their overall group emotions, strengths, weaknesses, interactions, and processes (Druskat & Wolff, 2001;Dunaway, 2019;Kaufmann & Wagner, 2017). To do so, teams with emotional intelligence will establish shared codes and norms that simplify the awareness and regulation of emotions. ...
Introduction: As the number of virtual teams increases, it is important to find out how companies can modify their functioning and outcomes. This study investigates the influence of an emotional management intervention on virtual teams’ processes and results. To do so, an input-mediator-output model with 2 mediators, affective and cognitive, is proposed. For the affective mediator, motivation and team engagement are used as a well-being measure, whereas in the cognitive process, team synergy is related to team task performance. Method: This experimental study used 41 virtual teams made up of 164 first-year students enrolled in organizational behavior and work science studies from 2 universities in Spain who were randomly assigned to a control or intervention condition. These groups solved intellective multidecision tasks through electronic communication, also called “survival” tasks. Results: The findings show 2 full mediation effects. Hence, the team emotional management intervention, on the one hand, increases synergy effects, which produce enhanced team task performance (β = .37) and have a positive effect on the motivational processes within the team, thus leading to more team engagement (β = .23). Conclusions: The findings provide guidance to practitioners who aim to improve the functioning of virtual teams, and they have important implications for future research on virtual teams and their functioning.
... An analysis of the literature on participation in the logistics outsourcing process reveals a significant gap. Although significant research on sourcing team approaches exists (Giunipero and Vogt 1997;Johnson et al. 2002;Moses and Ahlstrom 2008;Meschnig and Kaufmann 2015;Kaufmann and Wagner 2017), the focus of these publications is on internal team procedures and team performance, not on managers' intentions to participate in such teams. It seems important, both on a theoretical and managerial level, to fill the identified gap. ...
Logistics outsourcing requires cross-functional project groups made up of motivated and committed managers. Consequently, the intention to participate in such groups is of central importance. This article examines whether a manager’s intention to participate in logistics outsourcing is determined by elementary personal characteristics such as work experience, gender, function, position and familiarity with outsourcing or whether more complex models are required. For this purpose, the Reasoned Action Approach (RAA) is used as a behavioural framework. A survey of 201 managers in Germany was conducted in an attempt to verify the research question. Data analysis is based on dummy regression. The results confirm managers’ attitudes, the perception of social pressure and the perception of behavioural control as the three drivers of the intention to participate, whereas elementary personal characteristics exert no direct influence on the strength and the direction of managers’ intentions.
... Moreover, our findings could be validated in contexts in which an implicit team leader is not predetermined (e.g., through a superior level of metaknowledge) but rather emerges from the team interaction (Sarker, Sarker, Kirkeby, & Chakraborty, 2011). Furthermore, future studies may extend the emerging emotion-focused sourcing literature (e.g., Kaufmann & Wagner, 2017) and interpret sourcing as emotionally difficult decisions along the lines of politics research that frequently observed emotional outcomes (Luce, Bettman, & Payne, 1997;Miller et al., 2008). ...
Many strategic decisions concerning firms’ operations and supply chain management (OSCM) are executed in teams of multiple functional specialists, to reap the proven benefits of internal integration. However, specialists bring with them not only diverse expertise, but also diverse goals and incentive structures. We examine how functional goal misalignment and the distribution of knowledge of who knows what (metaknowledge) affect self‐serving politics and the performance of cross‐functional teams. To test our model, we develop a vignette‐based social team experiment and analyze data from 468 participants grouped in 156 sourcing teams. Our results provide evidence for both catalyst and inverse‐catalyst effects of the distribution of metaknowledge. Specifically, under goal alignment, centralized metaknowledge leads to the catalyzation of cross‐functional expertise, reducing team politics and enhancing team performance. However, under goal misalignment, centralized metaknowledge significantly amplifies team politics and reduces performance via mediation. We contribute to the growing body of research on behavioral OSCM at the team level of analysis by offering theoretical and practical implications for the design of team integration processes from the perspective of organizational politics and group cognition. We also provide management with clear design recommendations regarding how to govern cross‐functional OSCM teams in terms of functional goals and the distribution of metaknowledge.
... Dissonance can arise from psychological factors at the agent-level. Affective trait diversity on the source selection team has recently been found to diminish performance of sourcing teams, and sourcing team cohesion fully mediated this effect, demonstrating the importance of reducing dissonance and reconciling diverse sourcing team members (Kaufmann & Wagner, 2017). Dissonance can also be seen in the negative effect of geographic dispersion on buyer-supplier relationship performance that increases with the intensity of information sharing (Lorentz, Töyli, Solakivi, Hälinen, & Ojala, 2012), findings mirrored in international trade (Disdier & Head, 2008). ...
Given the level of outsourcing, supplier performance evaluation (SPE) is a critical supply chain process. SPEs are used to record supplier performance levels to inform future supplier selections, and thus mitigate the risk of adverse selection. Numerous weaknesses associated with industrial buyers' collection and use of supplier performance information call SPE effectiveness into question. The risk-related factors affecting SPE effectiveness have not been empirically explored, including misuses of the tool. This research identifies the factors affecting SPE risk mitigation effectiveness. It employs a mixed method of qualitative interviews of buyers and suppliers in order to develop a model of SPE risk mitigation effectiveness using structural equations modeling of survey data from a rare sample of 131 performance assessors. Findings implicate the importance of a thoroughly defined scope of work, an accurate SPE, and documented rating justifications. Additionally, dissonance among several performance evaluators and the fear of a supplier's dispute detract from SPE risk mitigation effectiveness. Finally, this research unveils how SPEs are weaponized, pursuing short-term gains and clouding the view of the supplier's performance thereby hindering the long-term, risk-mitigating purpose of SPEs. Two separate forms of opportunism - threat and debt - are discovered and have differing effects.
... Individuals with high EI also tend to induce positive moods and emotions in their workplace (Ashkanasy & Dorris, 2017;Urda & Loch, 2013) and reduce emotion-related problems including stress and burnout (enhancing overall team performance, see Greenidge, Devonish, & Alleyne, 2014). These results verify the significance of EI as a characteristic that can stimulate positive emotions and commonality in project teams (Urda & Loch, 2013), and is an important skill teams can utilise to collect and exchange information to achieve their defined goals and enhance their performance (Barczak et al., 2010;Kaufmann & Wagner, 2017). ...
Insufficient empirical and theoretical attention has been given to the influence of emotional intelligence (EI) in determining performance and the mechanisms underlying this relationship among project team members in large-scale infrastructure projects. This research explores the association between EI and project performance in the context of large-scale infrastructure projects. Specifically, it proposes a model demonstrating a positive link between EI and project performance through adverse relationships with three negative conflict types (relationship, teak, and process). Further, it hypothesises that trust plays a moderating role. To test the model, we collected data from 365 project team members in large-scale infrastructure projects. The empirical results demonstrate that EI is positively linked to performance in large-scale infrastructure projects, and that this association is facilitated by EI's negative link to three conflict modes (task, relationship, process), which are negatively connected to performance. Additionally, inter-personal trust was found to moderate the negative relationship between conflict and project performance. This paper concludes with a discussion of the research and practical implications of the study's findings, and suggestions for future research directions.
... First, we do not consider diversity in teams beyond functional backgrounds, expertise, and goals. Recently, behavioral SCM research has begun observing team diversity and included emotions as varying coping strategy among team members (Kaufmann and Wagner, 2017). Consistently, reviews of OBB literature state that team diversity, also of ethnic or cultural origin, remains largely unexplored in the literature (Sheth, 1996). ...
Strategic sourcing is carried out in cross‐functional teams to account for the complexity and multidimensionality of modern procurement decisions. However, such teams not only enable the integration of distinct interdependent skill sets and viewpoints, they are also characterized by functional goal misalignment. We focus on the resulting behavioral challenges, namely conflict and politics, and their effects on team satisfaction and rationality, which ultimately leads to observed outcomes. We test our hypotheses in a structural equation model based on data gathered from 468 participants in a social team experiment. We find a mediated effect of goal misalignment on political behavior via two types of team conflict. Political behavior, in turn, obstructs rational team sourcing decisions and reduces team members’ satisfaction with the process. Our study indicates that behavioral challenges in the framework of Organizational Buying Behavior not only co‐occur but affect each other via mediation. Hence, managers need to closely monitor the escalation chains’ origin, task conflict, which constitutes a necessary condition for further emotional dissent and political biasing. We contribute to the understanding of the challenges in cross‐functional sourcing teams, thereby providing advice to executives in their pursuit to rationalize and improve sourcing team decisions and their outcomes.
... In addition, teams are encouraged to discuss passion in the operating agreement of the venture in some way, and to attend to mechanisms known to help alleviate or address interpersonal conflict within teams in productive ways (e.g. emotional intelligence training; Kaufmann and Wagner, 2017). Given that "founders are unlikely to be aware that differences in their social identities are an important source of differences in preferences or behavior" Baker, 2014: p. 2402) due to the relatively hidden nature of personal identities compared to demographic characteristics (Fauchart and Gruber, 2011), explicit consideration of individual passions and passion diversity within the team may help bring such differences into the open so they can be discussed and addressed. ...
Empirical evidence is mounting that passion is an important part of entrepreneurship, contributing to behavior and outcomes for entrepreneurs, employees, and ventures. Yet knowledge of the performance implications of passion within new venture teams is sorely lacking. We examine how both the average level of entrepreneurial passion and the diversity of passion within new venture teams contributes to venture performance in both the short- and long-term. We test our model with multi-source, multi-wave data collected from 107 new venture teams participating in an accelerator program. Our findings indicate that average team passion is not significantly related to performance, but passion diversity, particularly intensity separation, is negatively related to performance. These findings have important implications for the literature on passion, new venture teams, and group affective diversity.
Executive summary
While existing studies have substantially improved our understanding of entrepreneurial passion, its sources, and its subsequent impact, insight into this topic remains limited in at least three ways. First, most new ventures are founded and led by teams rather than individuals, yet existing studies predominantly focus on entrepreneurial passion at the individual rather than team level. Second, while there is a prevailing assumption in existing literature that entrepreneurial passion leads to beneficial outcomes consistent with longstanding work in psychology, there is emerging evidence in entrepreneurship that passion may not always be functional and that it can even be dysfunctional. Despite this, we have limited understanding of what types of passion or when or for whom it is dysfunctional. And third, extant work on entrepreneurial passion for individuals and within teams has focused on behavioral or self-report measures of performance (e.g. Cardon and Kirk, 2015; Santos & Cardon, 2019) as well as venture survival, rather than objective team or firm performance in the short- and long-term.
In this paper, we study the influence of team passion on new venture team performance. We draw on theory concerning entrepreneurial passion within venture teams (Cardon et al., 2017) that suggests that different aspects of entrepreneurial passion within teams shape team dynamics and venture outcomes. While generally, theories of passion suggest that entrepreneurial passion is positively related to team outcomes due to the positive emotions it brings about, we find that in teams, the relationships are more complex. While the average level of passion among team members is positively related to team performance when considered alone, this effect is not significant when passion diversity is also considered. Diversity of passion among individual team members has a negative relationship with team performance, including diversity in the level of passion team members experience (intensity separation), as well as diversity in the object of their passion (focus variety). These negatively affect team dynamics due to conflicting emotions and identities among team members associated with passion diversity. We examine these relationships on specific team performance outcomes including evaluation of the business idea in the short-term and venture performance five years after their participation in an accelerator.
The sample used in this study includes 107 entrepreneurial teams that were part of an accelerator program in the Netherlands. Teams were evaluated on the quality of their business ideas at the end of the accelerator program and the amount of investment the team had received five years later. Our results provide no support for positive effects of average team passion on the quality of the business ideas and confirm the negative effects of passion intensity separation on the quality of the business idea and the negative effects of passion focus variety on later venture performance.
This paper makes several contributions. First, we expand the literature on passion in entrepreneurship, specifically adding to our understanding of passion within new venture teams. More specifically, we contribute to the growing body of evidence concerning potential dysfunctions of passion by uncovering a dysfunctional property of team passion diversity that uniquely manifests itself at the team level of analysis. We contribute to the literature on new venture teams by examining team composition in the form of passion diversity, and its relationship with team performance. Finally, our study extends work on the effects of entrepreneurial passion by looking at objective team performance outcomes in both the short- and long-term.
For entrepreneurs, our findings confirm the importance of affect and identity for new venture teams, and specifically our findings indicate that there is a dark side to team passion. While passion is generally positioned as a positive phenomenon, we highlight the negative outcomes that passion can have in the team context. Diversity in the amount of passion team members experience can diminish the quality of the business ideas the team is able to generate in the short-term, while diversity in the focus of team members' passion can diminish the firm's long-term performance. For investors and accelerator communities this research validates the importance of considering entrepreneurial team composition and specifically entrepreneurial passion levels and domains when investing in teams or when supporting venture building.
Cross‐functional teams are vital decision‐making units in supply chain management, and scholars emphasize the need to understand how team processes shape performance improvement. Despite promising research on communication within cross‐functional teams, scant attention has been paid to real‐time communication patterns—integral to behavioral supply chain management—which are fundamental to team processes in practice. This article posits, drawing on interaction ritual theory, that early communication patterns are correlated with the performance trajectories of cross‐functional teams, suggesting a potential influence. The authors tested this idea in a complex supply chain management simulation featuring cross‐functional teams. They employed a novel coding approach to capture temporal interactions, which yielded 25,641 coded verbal behaviors from cross‐functional team meeting interactions. To identify systematic communication patterns, lag sequential analysis was performed on this corpus of data. The results show that the frequency of relational communication was associated with weaker performance improvement in cross‐functional teams across six simulation iterations. Even more interestingly, when relational communication was frequently followed by task‐oriented communication, no association with team performance improvement was observed. Further, cross‐functional teams in which relational communication was more frequently followed by counterproductive communication showed notably weaker performance improvements. Focusing on interactional flow within team dynamics, this research challenges the common belief regarding the value of broadly evaluating cross‐functional teams. As such, it advocates for adopting both a behavioral and a temporal lens to uncover how cross‐functional teams can prevent detrimental interactions in their daily operations.
Team performance is contingent on nuanced approaches to risk management—demanding both risky and cautious strategic orientations. However, research surrounding how teams navigate this balance is limited. We argue that both positive and negative affective diversity can aid team performance, through affective diversity's impact on the team's risky and cautious behaviors. Furthermore, we argue that team trait regulatory focus strengthens these relationships. Using a controlled laboratory setting with 58 teams in a complex, uncertain team task that requires both risky and cautious strategies for successful performance, results indicate that positive affective diversity relates to team performance through promoting risky behavior, while negative affective diversity relates to team performance through promoting cautious behavior. Teams high in trait prevention‐focus are more attuned to the information signals in teams with negative affective diversity, but we did not find that promotion focus impacted outcomes of positive affective diversity.
Purpose
Supply chain (SC) professionals are increasingly working alongside business partners of diverse backgrounds, which has been argued to engender both innovation and creativity but also found as potentially detrimental to SC relationships and performance. To reconcile these views, this study explores two mechanisms – supplementary (similarity) and complementary fits – at the surface (observable traits) and deep (unobservable characteristics) levels and their impact on a focal firm representative’s perception of a SC partner’s trustworthiness.
Design/methodology/approach
Model was tested using survey data from 285 managers involved in interorganizational SC relationships.
Findings
Results indicate that a focal firm representative’s perception of supplementary and complementary fits with a SC partner positively impacts their perception of the partner’s trustworthiness. However, the effects of similarity at both surface and deep levels and complementarity weaken each other.
Practical implications
Understanding the mechanisms of diversity in SC relationships is crucial for fostering trustworthiness and achieving organizational objectives. Firms should evaluate both supplementary and complementary fits when hiring or assigning roles. Embracing a complementary fit not only promotes diversity but also mitigates the negative impact of similarity bias, ultimately strengthening trustworthiness within the organization's SC ecosystem.
Originality/value
By simultaneously examining individual and combined effects of two unique mechanisms of supplementarity and complementarity at the surface and deep levels, this study sheds light on inconsistent findings of the effects of diversity in the SCM literature.
Purpose
The aim of this paper is to enhance understanding of the use of sourcing teams (STs) by organisations in their procurement and supply chain management. The paper achieves this by exploring, within the context of the supply chain directorate of a global aerospace manufacturing company (GAMC), both the relationship between sourcing teamwork effectiveness (TE) and sourcing task-work effectiveness (TA) and the relationship between individual team member knowledge, skills and abilities (KSAs) and TE.
Design/methodology/approach
The authors develop a theoretical model positing positive links between both KSAs and TE and TE and TA. The model is empirically validated using partial least squares structural equation modelling in a survey of 108 ST members from a GAMC.
Findings
The authors identify that, within GAMC, four of five KSAs drive TE and further discover the direct effects of TE on improved TA. Additionally, the authors observe within GAMC the indirect effects of KSAs on TA cascading through TE.
Research limitations/implications
Limitations include the use of a single firm and self-report measures for data collection. In spite of this, the paper has numerous research implications. Previous research on STs has combined factors related to TE and TA. In this paper, TE and TA were disaggregated, and the relationships between them were explored. The relationships were found to be positive within GAMC, a finding that strengthens the evidence base supporting the use of STs by organisations in their procurement and supply chain management. In addition, the paper also strengthened the evidence base regarding the importance of KSAs to TE, which complements existing research highlighting the importance of team-level factors and individual technical attributes.
Practical implications
The findings from GAMC suggest that executives/managers should take an individual as well as a team-level perspective when developing STs and should consider KSAs as well as technical knowledge when judging individuals’ suitability for inclusion within an ST. There are established KSA tests in the literature that could be used by managers for this task. The findings also inform executives/managers that TE matters for TA and needs attention and investment, especially where sourcing tasks concern high-value areas and/or critical incidents within supply chains.
Originality/value
To the best of the authors’ knowledge, this is the first paper to explore the relationship between TE and TA. Establishing that this relationship is a positive one provides critically important evidence regarding the efficacy of STs, which are widely used within procurement and supply chain management. It is also a rare study looking at TE from the perspective of individual team member KSAs, with further positive relationships revealed. Both findings enhance what is a very limited literature on a widely used practice within procurement and supply chain management.
Previous research on learning to contract and contracting capabilities suggests that firms in interorganizational relationships adopt contractual designs that economize on transaction costs, and over time learn to govern their relationships in a more efficient manner by incrementally aligning contractual terms with transaction attributes based on new experiences made in their relationships. We augment the learning to contract literature by highlighting the role of organizational design as a factor that may impact contractual learning and the development of heterogeneous contracting capabilities. Specifically, we suggest that the level of specialization and structural integration across the firm’s technical, commercial, and legal functions may affect the effectiveness of contractual learning and the type of learning likely to occur. We also outline boundary conditions for our model in terms of potential interactions between the contractual environment, organizational design, and contractual learning.
Recent events like the COVID-19 pandemic but also dynamic yet consistent changes like the technological revolution have transformed the business environment but also the context for Human Resources Management. The diversification of the workforce is a fact, yet organizations very often struggle to fully use the potential of their diverse workforce. The article shows a new approach to diversity management, through the lens of dynamic capabilities, on the example of innovations show how to use diversity for organizational benefits. To examine how diversity may influence innovation an exploratory, qualitative research has been designed. Nineteen in-depth-interviews with board members and directors of IT companies have been conducted. The results show, that when focusing on innovation functional diversity, or more broad verity, are of primary importance. The analysis of the interviews allowed for the identification of three dynamic capabilities: acquiring, conversion, and application of variety which transform diversity into innovation. The article shows, to fully draw from diversity a new approach to diversity management is required. It contributes to the ongoing debate on the future and new directions for diversity management and fills an existing theoretical and research gap by adding the dynamic capabilities approach to the discussion
Celem pracy jest analiza modeli i narzędzi pomiaru inteligencji emocjonalnej (IE) oraz próba określenia roli IE w życiu zawodowym sprzedawcy. Stres, wypalenie zawodowe, różne problemy w pracy wpływają na zaburzenia emocjonalne pracownika, co może negatywnie oddziaływać na rozwój i pozycję firmy na rynku. Koncepcja inteligencji emocjonalnej pokazuje nowe aspekty zarządzania życiem zawodowym pracownika. Rola inteligencji emocjonalnej nadal jednak pozostaje niezdefiniowana, zarówno wśród badaczy jak i praktyków. W niniejszym artykule przedstawiono dotychczasowe wyniki badań, pokazujące wpływ inteligencji emocjonalnej na zachowania organizacyjne, rotacje pracowników, efektywność pracy i inne aspekty życia zawodowego i społecznego.
Purpose
The empirical findings of the roles of emotions in teams are mixed. This study, a scoping literature review, aims to synthesize extant research on the roles of emotions in work teams and offers future research directions.
Design/methodology/approach
Sixty-nine empirical studies from the past ten years (2012 to 2021) were identified and reviewed. The authors then analyzed these 69 papers based on their research design, focus and nomological network of emotions.
Findings
The authors found that there is a clear increasing research trend of studying emotions in a team setting. In the extant literature, team emotions were studied from three major perspectives: emotions, emotional management and emotion measurement. The authors also summarized findings into the nomological network of team emotions. Last but not least, future research directions regarding the research context, focus and design and analysis were recommended.
Originality/value
The role of emotions in teams has not been extensively reviewed or synthesized, and the empirical findings are mixed. This paper synthesized the role of emotions in teams and critical factors that affect emotions in teams. In particular, the research recommendations for critical human resource development scholars cover three aspects: research context advancement, research focus advancement and research design and analysis advancement.
Supplier training to develop and improve supplier capabilities to meet the needs of the Original Equipment Manufacturers (OEMs) is necessary for supply chain efficiency and effectiveness. In the absence of any comprehensive model for supplier training need assessment and measurement, in this paper, we first propose a supplier training model and then use the internationally accepted framework of MMOG/LE (Materials Management Operations Guideline/Logistics Evaluation) to identify the supplier training needs and to design a supplier training curriculum for an OEM in the Chinese automobile industry. Then we adopt the MMOG/LE standards to assess the effectiveness of the proposed supplier training curriculum to improve the perceptions of supplier capabilities related to production and logistics management including sustainability and risk management topics. We found that supplier capabilities perceptions of the purchasing department of the OEM, average supplier capability scores, and the pass rates on the MMOG/LE standard test increased after the completion of the supplier training. Based on these findings, we conclude that supplier training can be used to improve supplier’s capability to meet the needs of the OEMs in improving their performance while contributing to the success of their suppliers at the same time. Thus, our proposed supplier training model development and effectiveness assessment framework can be supplemented with some existing analytical approaches to improve buyer-supplier relationship and enhance the profitability of each partner in a supply chain.
Given the wide professional discussion on the dominating professional focus of healthcare managers at the expense of management knowledge, the main goal of this paper is to verify the extent, to which management education of healthcare workers affects the level of their management skills.
Methodology
The Descriptive statistics methods have been used to answer research questions regarding the differences in the perception of the managerial skills and their disposition importance between managers with a completed management education and without it. Emphasis was placed on people management skills and communication skills. The research sample consisted of 253 healthcare managers.
Results
Managers with a completed specialized management study are characterized by higher values of entrepreneurial competences and communication skills. They also have exceptional skills in the area of initiator of change. Another significant difference is the higher adaptation of roles and low critique of their subordinates. They are oriented at workers and relationships with them.
Conclusion
Our results show that management education of healthcare managers significantly contributes to the implementation of newer approaches to people management and the use of the necessary management skills, which are a source of higher efficiency in the context of the present world of work and its challenges.
Purpose
This study aims to assess the following question: “which information processing approach, formalization or centralization, responds to procurement complexity and how does this affect procurement performance in knowledge-intensive procurements?”
Design/methodology/approach
This study draws on a survey of 294 Project Managers with recent experience of knowledge-intensive procurement. It uses AMOS version 21 to perform confirmatory factor analysis and structural modeling to assess the hypotheses.
Findings
The findings suggest that procurement complexity directly encourages formalization and that formalization has significant, positive effects on procurement performance. Centralization, on the other hand, appears not to respond to procurement complexity and has negligible effects on procurement performance.
Research limitations/implications
Drawing on information processing theory, this study highlights the importance of two information management approaches in knowledge-intensive procurement, and that such procurement situations share similarities with new product development and other innovation-rich, team-based activities. Knowledge-intensive procurement situations, therefore, require different information management practices than other types of procurement.
Practical implications
The findings suggest that procurement complexity directly encourages formalization and that formalization has significant, positive effects on procurement performance. Centralization, on the other hand, appears not to respond to procurement complexity and has negligible effects on procurement performance.
Originality/value
The study is the first to examine information management approaches (formalization and centralization) in knowledge-intensive procurement as responses to project complexity, and as contributors to procurement performance.
Emotional intelligence is considered as the capacity of the individual to identify and understand his own emotions and skills to interact with others. The paper aims to understand the emotional intelligence in the workplace, further the number of tasks that individuals are expected to perform, and to maintain appropriate terms and relations, including the managers, superiors and, subordinates, with the people around them. The present study examined the role of emotional intelligence in forecasting leader relational transparency through the Integrative Multilevel Literature Thinking (IMLT) model has been proposed. Integrative Humanitarian Logistics (IHL) allows people to sense their feelings and those of others and helps to improve interpersonal communication and thus leads to a rise in the performance in workplace transparency. In this paper, the Integrative Multilevel Literature Thinking is better understood in significant infrastructure projects. IHL analysis is an analytical study of the mediation variables between emotional intelligence (EI) and group efficiency, and this work reinforces the value of emotional intelligence as defined in the model based on simulation analysis.
RÉSUMÉ
Depuis plusieurs décennies, l’externalisation logistique a été largement abordée dans la littérature. Cette dernière est un processus complexe impliquant de nombreux acteurs et nécessitant de multiples critères de décision. L’angle d’approche est principalement organisationnel et aucune recherche n’a, à notre connaissance, porté sur l’implication individuelle des professionnels impliqués au sein de l’entreprise acheteuse de services logistiques. Cet article propose de comprendre pourquoi un professionnel a l’intention de participer ou non à un processus d’externalisation logistique. La théorie psycho-sociologique de la reasoned action approach (RAA), utilisée dans de nombreuses recherches en sciences sociales, est ici mobilisée. Un modèle d’équation structurelle et quatre facteurs explicatifs de l’intention (attitude, normes sociales perçues, autonomie et capacité) sont proposés. La collecte de données, via un questionnaire en ligne, a permis de récolter les réponses de 204 professionnels basés en Allemagne du domaine de la logistique et du supply chain management (SCM). Les résultats permettent de conclure que l’attitude individuelle à l’égard de la participation à l’externalisation logistique, les normes sociales perçues et la capacité perçue exercent une influence significative sur l’intention d’une personne de participer au groupe de projet d’externalisation. Les résultats ouvrent des perspectives, sur le plan théorique, pour inviter à une mobilisation plus forte des approches comportementales individuelles et, sur le plan managérial, pour prendre en considération et accompagner l’intention des professionnels.
Over the last several decades, studies on the relationship between task knowledge diversity and team performance have yielded mixed findings. Extending past studies, we propose that the impact of task knowledge diversity on team performance is dependent on the level of team role clarity and implicit coordination. This study, based on two-wave time-lagged data from 62 teams comprising 336 individuals, provided support for the proposed model and showed that team role clarity and implicit coordination moderate the relationship between task knowledge diversity and team performance. Overall, task knowledge diversity has a positive effect on team performance when either team role clarity or implicit coordination is high, and this effect is even stronger when both are high.
While it is widely recognized that groups represent strong contexts that influence the affective states of their members, this convergent framing has resulted in the neglect of the systematic study of what occurs when group members' affective states differ. This is an unfortunate oversight. The study of how group members' qualitatively different affective states influence their mindsets and behaviors and interact to drive collective group processes and has the potential to greatly inform broader theory on affective and social influence in groups. To address group affective divergence in the context of established convergence processes, I reframe the consideration of group affect around group affective patterns. Then, I draw on the broader group's literature to set a research agenda for the study of group affective patterns. This agenda allows for the more nuanced examination of how multiple discrete affective states influence each other and align with other group member attributes (e.g., personality, attitudes) to impact group processes and outcomes.
Purpose - This article develops a taxonomy of sourcing decision-making (SDM) archetypes and explores how different contextual factors influence these archetypes when global sourcing of complex components is considered a viable option.
Design/methodology/approach - A multiple case study approach with five in-depth cases is employed. In total, 19 interviews as well as publicly available and internal data from large buying firms headquartered in Austria and Germany were collected and analyzed.
Findings - The results reveal three different SDM archetypes which are described in detail (i.e., 'consensus', 'argumentation' and 'cabal'). Furthermore, it is found that these archetypes are mainly influenced by three contextual factors: sourcing maturity, product complexity and leadership style. The final model comprises six propositions which illustrate how these contextual factors determine companies' SDM archetypes.
Research limitations/implications - The study contributes to theory development at the intersection of organizational buying behavior and the (global) sourcing decision-making literature. Thereby, it answers the call for more rigorous investigation of the influence of contextual factors on SDM processes.
Practical implications - The findings enable practitioners to better understand and consequently manage SDM processes and their outcomes. By supporting decision-makers in identifying SDM archetypes, this study allows sourcing managers and teams to make better decisions by avoiding problems that occur in situations in which the preferred decision-making type would result in suboptimal decisions.
Originality/value - The study provides a first step towards a taxonomy of SDM archetypes and is among the first that explores their underlying contextual factors.
This research investigates purchasing managers’ responses to adverse supply chain events. We build on attribution theory to examine how individual‐level factors—managerial personality traits, cognitive modes, and attribution of supplier responsibility—combine with firm‐level factors—buffering and bridging—to affect coping success. We combine an inductive process‐tracing approach with the neo‐configurational method of fuzzy set qualitative comparative analysis (fsQCA). Findings suggest that dark personality traits—traits that are generally regarded as socially aversive—are useful in coping with adverse supply chain events in combination with cross‐functionally integrated bridging, while the absence of dark personality traits is useful in combination with cross‐functionally integrated buffering. Our study contributes to the extant supply chain management literature in three ways: First, it highlights the role of dark personality traits in how purchasing managers react to supply chain risks. Second, it advances behavioral SCM literature by presenting nuanced findings on the effect of rational vs. intuitive cognitive processes in coping with such adverse events. Third, it contributes to attribution theory by providing a differentiated view on behavioral reactions following responsibility attributions. For managers, we find that high coping success might be achieved by seeking a fit between dark personality traits and firm actions. In addition, the results of the fsQCA analysis demonstrate that supply chain research using configurational studies serves as a productive complement to traditional net effect analyses.
The concept of behavioral supply management has attracted substantial research attention since its introduction about a decade ago. Nevertheless, it is still in a developmental stage, and the supply management field represents a unique and fertile ground for more behavioral research. In this paper, we demonstrate the uncharted potential of behavioral supply management with a special focus on casual advice-giving, which is broadly present in everyday organizational interactions. The study differentiates among three collegial advice types for buyers – to be honest, bluff, or lie – and investigates its influence on subsequent buyer–supplier negotiations. Scenario-based experiments show that advisees are prone to heed advice to be honest and to bluff, but not heed advice to lie in supplier negotiations. Further, we found that, regardless of the advice content, advisees seem to be indifferent to whether the advice is solicited or unsolicited and the advice-giver’s job function. Finding that even small talk can have a big impact, we conclude with a call for more behaviorally-focused empirical research and a broader agenda for behavioral supply management.
The inherent cross‐functionality of supply chain management (SCM) decisions and the often resulting conflicting internal goals tempt functional representatives to use political tactics as means to protect nested functional interests in cross‐functional SCM teams. This misalignment hampers analytical scrutiny during team decision making processes and hurts decision performance. Yet, literature has shed very little light on organizational politics in SCM today. We construct an initial framework of SCM team politics based on extant SCM evidence. This initial framework is further specified and substantiated drawing on the organizational politics literature. We offer a runway for the still accelerating SCM team politics research based on this first structured elaboration of general management research to the SCM team context. Our theoretical implications contribute to SCM in discussing ‘how’ in terms of theory and ‘what’ in terms of future research directions, research must tackle to enlighten our understanding of politics in SCM teams. We provide guidance on how to approach behavioral challenges of SCM in general. Finally, we highlight and reason for SCM decision making to be a fitting context to solidify and complete team politics research in general. Thereby, we hope to positively impact SCM practices and their performance in the medium‐ to long‐run.
The centrality of cross‐functional integration (CFI) to supply chain theory and practice has long been recognized. Yet researchers continue to struggle with consistently defining or measuring the CFI construct, thus limiting the utility of CFI research. This research develops (1) a comprehensive definition of CFI that synthesizes previous supply chain research and (2) a valid set of scale items that measure the conceptual domain outlined by this definition. The goal is to build a common foundation for extending knowledge on CFI's antecedents and consequences, and ultimately to improve scholars’ ability to guide a broader practitioner community still struggling to achieve integration in their organizations.
Cross-sectional studies of attitude-behavior relationships are vulnerable to the inflation of correlations by common method variance (CMV). Here, a model is presented that allows partial correlation analysis to adjust the observed correlations for CMV contamination and determine if conclusions about the statistical and practical significance of a predictor have been influenced by the presence of CMV. This method also suggests procedures for designing questionnaires to increase the precision of this adjustment.
Research reveals that emotional intelligence is an important factor in predicting performance in teams. In this article, we initially outline a theoretical model for examining emotional intelligence in teams. Using this model, we test a short version (16 items) of the self-report Workgroup Emotional Intelligence Profile (WEIP). Evidence from three studies supports this model. Two samples of 620 and 217 employees support the hypothesized structure of the WEIP-S. Four distinct constructs were derived: Awareness of own emotions; Management of own emotions; Awareness of others' emotions; and Management of others' emotions. The WEIP-Short Version (WEIP-S) scale, therefore, is based on abilities that are vital during the interaction of team members. Data from 99 employees provide evidence of test–retest stability for the WEIP-S across three time periods. Limitations and potential uses in management research for this short-version scale are discussed.
G lobal sourcing (GS) is a firmly established phenomenon in modern business practice that requires specific expertise from different organizational functions, such as purchasing, production, logistics, and research and development to analyze and select sourcing alternatives effectively. In this context, global sourcing decision-making (GSDM) processes pose major challenges because two dimensions of functional politics, namely goal misalignment and power imbalance across functions, appear to influence procedural rationality in a manner not understood to date. Likewise, intuition also seems to play a role for the procedural rationality of GSDM processes. To elucidate the conditions under which procedural rationality is hampered or enhanced by politics and intuition, we studied five cross-functional GSDM processes, in front of extant strategic decision-making literature. We derive formal propositions on how functional politics and intuition influence the procedural rationality and present contingencies for the divergent role of intuition as well as functional politics in GDSM processes. Our research contributes to existing GS literature by providing a theoretical model of important microfoundations of how GSDM processes evolve. The findings also guide managers on how to structure GSDM processes such that GS projects can be conducted in a more rational fashion.
Purpose
– The purpose of this paper is to extend earlier findings suggesting that affective diversity is always negative for group performance, by examining its influence on managerial decision performance in a more controlled environment.
Design/methodology/approach
– In an attempt to mitigate some of the many methodological challenges associated with studies in “real-word” contexts, the authors chose to adopt a quasi-experimental research design involving teams of master of business administration students engaged in managerial decision making. This research design is consistent with previous research conducted in the area of affect and individual or group-level outcomes.
Findings
– The results indicate that both positive and negative affective diversity are positively associated with managerial decision performance, although only the relationship with negative affective diversity is significant. Overall, these findings support the idea that affective diversity may constitute a strength in the context of managerial decision making. These results contrast with the findings of previous studies.
Research limitations/implications
– Further quantitative and qualitative investigation is recommended in order to clarify the contradictory results between the current study and previous research. Specifically, this investigation might concern the effect of contingency factors such as type of team (i.e. ad hoc vs long term), type of task and team-level self-regulation ability.
Originality/value
– Since the seminal work of Barsade et al. (2000), no further studies have attempted to resolve some of the empirical questions emerging from preliminary research on affective diversity. The paper thus provides new insights into the effects of affective diversity.
Research investigations into employee well-being (EWB) have tended to take a between-individual approach, which highlights differences among people. This traditional paradigm has been complemented by examinations of intraindividual EWB, which explores within-person variation over periods of time. Drawing on affective events theory (AET), we further elaborate the implications of intraindividual EWB for two reasonably stable sets of constructs—personality traits and affective climates. We argue that the intraindividual paradigm challenges scholars to rethink what they mean by stability, concluding that stability can be conceptualized in two ways—as reasonably consistent levels of affect and predictable patterns of affective change.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Research investigations into employee well-being (EWB) have tended to take a between-individual approach, which highlights differences among people. This traditional paradigm has been complemented by examinations of intraindividual EWB, which explores within-person variation over periods of time. Drawing on affective events theory (AET), we further elaborate the implications of intraindividual EWB for two reasonably stable sets of constructs—personality traits and affective climates. We argue that the intraindividual paradigm challenges scholars to rethink what they mean by stability, concluding that stability can be conceptualized in two ways—as reasonably consistent levels of affect and predictable patterns of affective change.
Although a large body of work has examined the benefits of transformational
leadership, this work has predominantly focused on recipients of such behaviors.
Recent research and theory, however, suggest that there are also benefits for those
performing behaviors reflective of transformational leadership. Across two experience sampling
studies, we investigate the effects of such behaviors on actors' daily affective
states. Drawing from affective events theory and self-determination theory we
hypothesize and find that engaging in behaviors reflective of transformational
leadership is associated with improvement in actors' daily affect, more so than
engaging in behaviors reflective of transactional, consideration, initiating structure, and
participative leadership. Behaviors reflective of transformational leadership improved
actors' affect in part by fulfilling their daily needs. Furthermore, extraversion and
neuroticism moderated these effects such that extraverts benefitted less whereas
neurotics benefitted more from these behaviors in terms of affective changes. We
consider the theoretical and practical implications of these findings and offer directions
for future research.
Over two decades of research has indicated that group affect is an important factor that shapes group processes and outcomes. We review and synthesize research on group affect, encompassing trait affect, moods, and emotions at a collective level in purposive teams. We begin by defining group affect and examining four major types of collective affective constructs: (a) convergence in group affect; (b) affective diversity, that is, divergence in group affect; (c) emotional culture; and (d) group affect as a dynamic process that changes over time. We describe the nomological network of group affect, examining both its group-level antecedents and group-level consequences. Antecedents include group leadership, group member attributes, and interactions between and relationships among group members. Consequences of group affect include attitudes about the group and group-level cooperation and conflict, creativity, decision making, and performance. We close by discussing current research knowns, research needs, and what lies on the conceptual and methodological frontiers of this domain.
Although the importance of team motivation has been increasingly emphasized, few studies have focused on prosocial motivation. Integrating theories on team effectiveness with prosocial motivation, we propose a theoretical model that links team prosocial motivation to team effectiveness as mediated by team processes. Team process is captured through the task-driven process of team cooperation and the affect-based team viability, and team effectiveness is operationalized as team performance, team organizational citizenship behavior (OCB), and team voluntary turnover. The model is tested in Study 1, a field study with three-source data collected from 310 members of 67 work teams over four time periods, and Study 2, a laboratory experiment with 124 four-person teams in which team prosocial motivation is manipulated. In Studies 1 and 2, we find support for indirect effects of team prosocial motivation on team performance and team OCB through the mediating role of team cooperation. Team voluntary turnover is indirectly affected by team prosocial motivation through team viability. Furthermore, in both studies the indirect effects of team prosocial motivation on team performance and team OCB through team cooperation and on team voluntary turnover through team viability are stronger when the nature of the teams' work requires greater task interdependence.
I introduce the construct of climate for inclusion, which involves eliminating relational sources of bias by ensuring that identity group status is unrelated to access to resources, creating expectations and opportunities for heterogeneous individuals to establish personalized cross-cutting ties, and integrating ideas across boundaries in joint problem solving. I show that within inclusive climates, interpersonal bias is reduced in such a way that gender diversity is associated with lower levels of conflict. In turn, the negative effect that group conflict typically has on unit-level satisfaction disappears. This has important implications, as unit-level satisfaction is negatively associated with turnover in groups.
The "emotional intelligence" construct has been the focus of enormous scrutiny over the past 20 years (Salovey & Mayer, 1990). Much of this interest is based on the so-called "big idea" that first brought widespread attention to it-an idea popularized by Goleman's best-selling book Emotional Intelligence (1995), in which he claimed that emotional intelligence (EI) can matter more than the intelligence quotient (IQ) in predicting important life outcomes. Despite the appeal of this idea, recent metaanalyses indicate that emotional intelligence has not lived up to its promise. What are the implications of these findings for emotional intelligence research and for people interested in applying EI research to their organizations? We suggest that the predictive validity of emotional intelligence can be enhanced by refining the construct through the incorporation of three well-established principles of psychological processing: (a) dual-process principles that capture automatic and deliberate processing, (b) motivational principles that highlight the importance of goals for processing social-emotional information, and (c) person X situation principles that delineate how context influences the way people think, feel, and behave. We discuss the implications of this reconceptualization for emotional intelligence theory, research, and practice.
As workforce diversity increases, knowledge of factors influencing whether cultural diversity results in team performance benefits is of growing importance. Complementing and extending earlier research, we develop and test theory about how achievement setting readily activates team member goal orientations that influence the diversity-performance relationship. In two studies, we identify goal, orientation as a moderator of the performance benefits of cultural diversity and team information elaboration as the underlying process. Cultural diversity is more positive for team performance when team members' learning approach orientation is high and performance avoidance orientation is low. This effect is exerted via team information elaboration.
Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks, to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods, (b) the relative magnitude of those relationships, and (c) whether they were stable over time. We also considered the influence of team members' academic competence and degree of shared leadership on these dynamics. As anticipated, cohesion and performance were related positively, and reciprocally, over time. However, the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover, the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected, shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
Customer prioritization strategies, which focus a firm’s efforts on its most important customers, are expected to improve account profitability. Anecdotal evidence suggests, however, that such strategies may also undermine account profitability by inducing customers to become overly demanding. Building on social exchange theory, this research evaluates these competing perspectives across two field studies and finds that prioritization is best understood as a double-edged sword. Specifically, the results reveal that prioritization efforts initiate both a gratitude-driven process, which enhances sales and profit, and an entitlement-driven process, which increases service costs and reduces profit. Importantly, the findings indicate that prioritization tactics differ in the extent to which they trigger these competing processes and thus in their ability to influence account profitability. Finally, the results also reveal that critical moderators (competitive intensity and prioritization transparency) determine the extent to which the entitlement-driven process undermines the gratitude-driven process. For managers, the findings suggest that both the tactics employed and moderating conditions determine whether prioritization has a positive, negative, or negligible effect on prioritized accounts’ profitability.
Emotional contagion—emotions being linked across people—has captured psychologists’ attention yet little is known about its mechanisms. Early influential treatments focused on primitive mimicry. Later accounts emphasized (a) social comparison, whereby people compare their feelings with compatriots’, (b) emotional interpretation, where others’ expressive displays serve as information, and (c) empathy, or imagining another person’s feelings. This paper introduces affective process theory (APT), which unifies these mechanisms and identifies others. Using a rule-governed theoretical process, APT reveals ten distinct mechanisms that connect people’s affective states, which fall into three types. Convergent linkage occurs when individuals share the same vantage point and interpretations of emotionally evocative stimuli. Divergent linkage occurs with a shared vantage point but different interpretations. Complementary linkage occurs when the other person is itself the stimulus. APT integrates past findings on moderating factors such as social closeness and cooperation. Implications for practice and future research are discussed.
Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams. We propose that diversity training can increase team creativity, but only for teams with less positive pretraining diversity beliefs (i.e., teams with a greater need for such training) and that are sufficiently diverse in nationality. Comparing the creativity of teams that attended nationality diversity training versus control training, we found that for teams with less positive diversity beliefs, diversity training increased creative performance when the team's nationality diversity was high, but undermined creativity when the team's nationality diversity was low. Diversity training had less impact on teams with more positive diversity beliefs, and training effects were not contingent upon these teams' diversity. Speaking to the underlying process, we showed that these interactive effects were driven by the experienced team efficacy of the team members. We discuss theoretical and practical implications for nationality diversity management. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
This study examined the relationship between CEO ethical leadership and corporate social responsibility by focusing on the mediating role of organizational ethical culture and the moderating role of managerial discretion (i.e., CEO founder status and firm size). Based on a sample of 242 domestic Chinese firms, we found that CEO ethical leadership positively influences corporate social responsibility via organizational ethical culture. In addition, moderated path analysis indicated that CEO founder status strengthens while firm size weakens the direct effect of CEO ethical leadership on organizational ethical culture and its indirect effect on corporate social responsibility. Theoretical and managerial implications of these results are discussed.
Although past research has identified the effects of emotional intelligence on numerous employee outcomes, the relationship between emotional intelligence and creativity has not been well established. We draw upon affective information processing theory to explain how two facets of emotional intelligence-emotion regulation and emotion facilitation-shape employee creativity. Specifically, we propose that emotion regulation ability enables employees to maintain higher positive affect (PA) when faced with unique knowledge processing requirements, while emotion facilitation ability enables employees to use their PA to enhance their creativity. We find support for our hypotheses using a multimethod (ability test, experience sampling, survey) and multisource (archival, self-reported, supervisor-reported) research design of early career managers across a wide range of jobs. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
Over two decades of research has indicated that group affect is an important factor that shapes group processes and outcomes. We review and synthesize research on group affect, encompassing trait affect, moods, and emotions at a collective level in purposive teams. We begin by defining group affect and examining four major types of collective affective constructs: (a) convergence in group affect; (b) affective diversity, that is, divergence in group affect; (c) emotional culture; and (d) group affect as a dynamic process that changes over time. We describe the nomological network of group affect, examining both its group-level antecedents and group-level consequences. Antecedents include group leadership, group member attributes, and interactions between and relationships among group members. Consequences of group affect include attitudes about the group; group-level cooperation and conflict, creativity, decision making, and performance. We close by discussing current research knowns, research needs, and what lies on the conceptual and methodological frontiers of this domain.
We investigated the relationship between deep acting, automatic regulation and customer tips with 2 different study designs. The first study was a daily diary study using a sample of Dutch waiters and taxi-drivers and assessed the link of employees' daily self-reported levels of deep acting and automatic regulation with the amount of tips provided by customers (N = 166 measurement occasions nested in 34 persons). Whereas deep acting refers to deliberate attempts to modify felt emotions and involves conscious effort, automatic regulation refers to automated emotion regulatory processes that result in the natural experience of desired emotions and do not involve deliberate control and effort. Multilevel analyses revealed that both types of emotion regulation were positively associated with customer tips. The second study was an experimental field study using a sample of German hairdressers (N = 41). Emotion regulation in terms of both deep acting and automatic regulation was manipulated using a brief self-training intervention and daily instructions to use cognitive change and attentional deployment. Results revealed that participants in the intervention group received significantly more tips than participants in the control group. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
Recent empirical reviews have claimed a surprisingly strong relationship between job performance and self-reported emotional intelligence (also commonly called trait EI or mixed EI), suggesting self-reported/mixed EI is one of the best known predictors of job performance (e.g., ρ̂ = .47; Joseph & Newman, 2010b). Results further suggest mixed EI can robustly predict job performance beyond cognitive ability and Big Five personality traits (Joseph & Newman, 2010b; O'Boyle, Humphrey, Pollack, Hawver, & Story, 2011). These criterion-related validity results are problematic, given the paucity of evidence and the questionable construct validity of mixed EI measures themselves. In the current research, we update and reevaluate existing evidence for mixed EI, in light of prior work regarding the content of mixed EI measures. Results of the current meta-analysis demonstrate that (a) the content of mixed EI measures strongly overlaps with a set of well-known psychological constructs (i.e., ability EI, self-efficacy, and self-rated performance, in addition to Conscientiousness, Emotional Stability, Extraversion, and general mental ability; multiple R = .79), (b) an updated estimate of the meta-analytic correlation between mixed EI and supervisor-rated job performance is ρ̂ = .29, and (c) the mixed EI-job performance relationship becomes nil (β = -.02) after controlling for the set of covariates listed above. Findings help to establish the construct validity of mixed EI measures and further support an intuitive theoretical explanation for the uncommonly high association between mixed EI and job performance-mixed EI instruments assess a combination of ability EI and self-perceptions, in addition to personality and cognitive ability. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
To successfully market their products, industrial vendors must determine who participates in an organizational purchase decision and what their influence is. Previous research has shown that participation and influence can vary across products and purchase situations. Though industrial marketing researchers would agree that there are different types of purchase situations, they would disagree on a taxonomy for describing them. The author uses past research as a point of departure and proposes a structural equations model that suggests the purchase situation attributes of novelty, complexity, and importance are causal determinants of participation and influence in an industrial purchase decision. The results indicate that these constructs, especially novelty and importance, provide a plausible typology for describing participation and influence in industrial purchase situations.
Self-attention theory (Carver, 1979, 1984; Carver & Scheier, 1981; Duval & Wicklund, 1972; Mullen, 1983) is concerned with self-regulation processes that occur as a result of becoming the figure of one’s attentional focus. According to self-attention theory, there are three fundamental requirements for any self-regulation of behavior to occur. These requirements are: self-focused attention, a salient behavioral standard, and a sufficiently good outcome expectancy to warrent continued efforts. We will begin by delineating each of these three elements of self-attention theory.
This study contributes to the literature on women and minorities in corporate leadership by developing theory that can help to explain the persistent underrepresentation of women and minorities among those who are seen as members of the "corporate elite" because they hold multiple corporate board seats. Our conceptual framework suggests how disadvantages in the receipt of mentoring regarding prevailing norms in the corporate elite are negatively affecting the ability of women and minorities to secure multiple board appointments. Our theory explains why women and minority first-time directors receive comparatively less mentoring regarding a core norm in the corporate elite that outside directors should avoid exercising independent control over firm strategy. Our theory also explains why lower levels of mentoring result in women and racial minority first-time directors receiving relatively fewer appointments to other boards. This study also contributes to the corporate leadership literature by explaining how fundamental intergroup biases are negatively impacting the demographic diversity of the corporate elite. This article further highlights a specific social mechanism that undermines efforts to move toward more meritocratic outcomes in corporate leadership whereby those who are relatively qualified will have greater success in rising to the highest-level positions in the corporate world.
This study extends previous work reviewing the cohesion-performance relationship by using meta-analytic techniques to assess the effects of level of analysis and task interdependence on the cohesion-performance relationship. A totel of 51 effect sizes from 46 empirical studies were obtained for the meta-analytic integration. Results suggest that level of analysis and task interdependence moderate the cohesion-performance relationship. Implications of the findings for future research on group cohesion and performance are discussed.
We explored the moderating roles of legitimate and coercive power held by the tax authority in the relationship between procedural justice, trust in the tax authority, and voluntary tax compliance. Drawing from fairness heuristic theory and the slippery slope framework of tax compliance, we predicted that procedural justice fosters voluntary tax compliance, particularly when legitimate power of the tax authority is low and when coercive power of the authority is high. Moreover, we predicted that these interactive effects are mediated by (cognition-based) trust. Finally, we predicted that coercive power of the tax authority is positively related with enforced tax compliance. The results of a field study among Ethiopian business owners supported most predictions. This research is among the first to integrate social-psychological and deterrence-related factors to understand tax compliance behavior in a developing country.
Empirical evidence shows that investments in sustainable supply chain management can improve economic-based performance. Thus, based on standard economic theory, rational business decision makers should and will implement sustainable supply chain management practices. However, through inductive research methods, we uncovered an intriguing theme that runs counter to both the existing empirical evidence and such economic-based assumptions. We find that managers operating in firms without exemplary sustainable supply chain management practices face immense hurdles in developing a business case for implementing sustainability initiatives. Despite the lack of such practices-and in tension with the prevailing empirical evidence and theory-the firms within which these managers operate were performing well on economic-based performance metrics. Departing from the neoclassical economic theory of the firm, we apply the Behavioral Theory of the Firm's theoretical assumptions to findings which suggest four segments of managers in non-exemplary firms who vary based primarily on how they perceive strategic vulnerability, evaluate choices, and utilize sustainability knowledge.
Purpose
– A key driver of procurement effectiveness is the alignment of the procurement function with interlinked functions, such as R & D, engineering, production, and marketing. In the strategic management literature, the degree of alignment of individual team members on strategic objectives is termed “consensus.” The purpose of this paper is to investigate antecedents of consensus on objectives in cross-functional sourcing teams, the relationship between the degree of consensus and supplier performance, and moderators of the consensus-performance relationship. To do so, it ties strategic management literature to SCM and supplier selection research. As a result of these investigations, this research holistically introduces the concept of consensus to the discipline.
Design/methodology/approach
– The study analyzes a sample of 88 sourcing teams (233 team members) from three manufacturing companies using regression analysis and moderated regressions.
Findings
– Consensus on objectives for supplier selection among sourcing team members is positively related to the selection of higher performing suppliers. Sourcing team member experience is positively related to the level of consensus, and formalization of the selection process positively moderates the consensus-performance relationship. Team demographic diversity does not affect consensus among team members or supplier selection effectiveness.
Research limitations/implications
– This study investigates consensus on objectives as a state within the sourcing team; it does not analyze how decision-making processes unfold in situations of low- or high-initial consensus among sourcing team members.
Practical implications
– This paper provides insights into the drivers and effects of consensus on objectives and formalization of supplier selection in cross-functional setups.
Originality/value
– This research addresses a gap in the SCM literature by investigating the role of consensus on objectives and thereby contributes to a better understanding of cross-functional sourcing team setups and effectiveness. The study introduces a key construct from the strategic management literature to supply management research, and empirical evidence shows how consensus can improve supplier selection performance.
Within the field of critical diversity studies increasing reference is made to the need for more critically informed research into the practice and implementation of diversity management. This article draws on an action research project that involved diversity practitioners from within the UK voluntary sector. In their accounts of resistance, reluctance and a lack of effective organizational engagement, participants shared a perception of diversity management as something difficult to concretize and envisage; and as something that organizational members associated with fear and anxiety; and with an inability to act. We draw on the metaphor of the phantasmagoria as a means to investigate this representation. We conclude with some tentative suggestions for alternative ways of doing diversity.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
This article presents evidence for an incremental change process in decision-making groups whereby change unfolds through self-generated interruptions. Group members initiate self-interruptions by switching their attention to social concerns (in familiar groups) or to discussion instructions (in groups using formal interventions). During such interruptions, members evaluate activities, propose alternative approaches, and change working strategies. Results suggest that familiarity and formal interventions provide flexible structures that lead to superior performance. A central finding reveals that using a formal intervention in familiar groups hurts performance because preestablished interaction patterns are altered.
Integrating macro and micro theoretical perspectives, we conducted a meta-analysis examining the role of contextual factors in team diversity research. Using data from 8,757 teams in 39 studies conducted in organizational settings, we examined whether contextual factors at multiple levels, including industry, occupation, and team, influenced the performance outcomes of relations-oriented and task-oriented diversity. The direct effects were very small yet significant, and after we accounted for industry, occupation, and team-level contextual moderators, they doubled or tripled in size. Further, occupation- and industry-level moderators explained significant variance in effect sizes across studies.
A model of cross-functional project groups was developed and hypotheses were tested in a study of 93 research and new product development groups from four companies. The results showed that functional diversity had indirect effects through external communication on one-year-later measures. Technical quality and schedule and budget performance improved, but group cohesiveness diminished. Functional diversity also had an indirect effect through job stress on group cohesiveness, which was again reduced. Implications for the development of conceptual models of cross-functional groups and their effective management are discussed.
Why do managers help employees with their negative emotions, and how do employees respond? We analyzed interview and network data from the head office of a recruiting agency. We found that managers active in the provision of emotion help thought of such help as over and above their managerial duties, whereas employees defined emotional support as managerial in-role behavior. Both parties accepted the necessity of controlling negative emotions for the good of the organization. But those being helped tended to perceive their helpers as doubly powerful figures, invested with both formal authority and parental authority, whereas the helpers saw themselves as reacting to situational contingencies to do favors for subordinates in need. Our results point to an emergent understanding of discrepant interpretations. Employees treat caring as part of the managers' role that requires no reciprocation, whereas managers see such help-giving as discretionary extra-role behavior that requires reciprocated commitment. Discrepant expectations concerning emotion helping leads to positive outcomes (e.g., managers being attributed leadership qualities by subordinates) but also negative outcomes (e.g., managers feeling disappointed at the lack of reciprocity). We contribute an emergent model of discrepant interpretations concerning emotion helping with implications for research on leadership, emotion management, and critical theory.
This article presents a framework for emotional intelligence, a set of skills hypothesized to contribute to the accurate appraisal and expression of emotion in oneself and in others, the effective regulation of emotion in self and others, and the use of feelings to motivate, plan, and achieve in one's life. We start by reviewing the debate about the adaptive versus maladaptive qualities of emotion. We then explore the literature on intelligence, and especially social intelligence, to examine the place of emotion in traditional intelligence conceptions. A framework for integrating the research on emotion-related skills is then described. Next, we review the components of emotional intelligence. To conclude the review, the role of emotional intelligence in mental health is discussed and avenues for further investigation are suggested.
Using case studies to explore 14 services purchases at six companies, we develop a matrix describing the nature of supply management (SM) involvement in service purchases. The nature of supply management involvement depends upon the complexity of the service, including ownership of the budget for that service, internal and external politics and power, and service complexity; and the ongoing influence or value of the purchase, including impact on external customers, amount spent and importance of the purchase to the organization׳s success.•Four categories to describe SM involvement are developed. The first two are more hands off. In the guide role, SM develops a contract template, and process for supplier selection and management. In the consultant role SM assists with developing statement of work, market research, supplier selection and contract development. In both cases, the budget holder retains most control.•In the next two categories, SM takes on greater responsibility. In the primary owner role, SM handles everything from supplier selection, management and assessment, and functions operate within SM set parameters. SM manages all aspects of the relationship. In the process owner role, SM develops a statement of work, does market research, supplier selection, contracts and measurement, developing a common process for the users to interact with the supplier. The users still maintain the day-to-day relationship with the supplier.•Two theories, resource dependency theory and strategic choice theory are used to develop testable propositions regarding how SM gains influence in service purchases decisions. Because the budget holder has the power to determine who is involved in services purchases, SM must show how it contributes to the budget holder׳s value proposition to be involved in service purchases.