Article

Affective diversity and emotional intelligence in cross-functional sourcing teams

August 2016
Journal of Purchasing and Supply Management 23(1)

DOI:10.1016/j.pursup.2016.07.004

Authors:

Lutz Kaufmann

WHU Otto Beisheim School of Management

Claudia Maria Wagner

WHU Otto Beisheim School of Management

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.

Addressing how small suppliers cope with large customers: using the dual dimension of a product portfolio and customer buying center

Article

Mar 2022
J BUS IND MARK

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.

Misperceptions in inter-functional supply management: work-share coordination vs. integrated cooperation

Article

Mar 2019

Research on supply management often focuses on inter-organizational supplier relationships, with only a few contributions having addressed the inter-functional supply management mechanisms inside a particular organization. This paper assesses the status quo of inter-functional supply management and contrasts an analytical framework that distinguishes coordination from cooperation mechanisms with empirical interview insights. For this purpose, a series of matched-pair interviews is used in which informants from procurement and corresponding counterpart functions provide insights into their perceptions. The analysis shows that often only one function perceives specific instruments as beneficial. This disproves a popular perception of the existence of ‘optimal’ inter-functional supply management. The key finding highlights that inter-functional supply management is not only executed as close and integrated cooperation but also as lean and work-sharing coordination across functions. This finding of duality serves as a springboard for developing future research questions referring to governance structures and resources.

Human diversity in management and strategy studies: A bibliometric study

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The Implications of Managed-Workforce Diversity on Internal Supply Chain Integration and Business Performance

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Apr 2017

Today, workforce diversity management appears to attract strategic attention globally. Given this, a critical question that emerging research seeks to address is: is it even worth managing diverse workforce? Partly, this study addresses this question by examining the implications of managed-workforce diversity (MWD) on internal supply chain (SC) integration and business performance. Data was collected from one hundred and twenty six respondents using mainly questionnaires. The constructs employed to measure managed-workforce diversity, internal supply chain integration and business performance were together subjected to ANOVA, exploratory factor analysis (EFA) and then confirmatory factor analysis (CFA) and Structural Equation Model (SEM) in LISREL 8.5. Analysis of the data gathered indicated that MWD is most likely to be beneficial in enhancing internal SC integration and then SC responsiveness; with the former benefit acting as a conduit through which the latter benefit is experienced. The study therefore argues that effective workforce diversity management is one that creates and maintains MWD (which is a positive affective climate where employees do not feel intimidated, looked down upon, or discriminated against just because of background differences), all of which are necessary for driving internal SC integration, SC responsiveness, and financial outcomes. The managerial implications and the theoretical relevance of the study’s findings are discussed in details.

Social cross-functional vendor selection in technologically uncertain sourcing situations

Article

Jul 2022
J ENG TECHNOL MANAGE

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.

Leveraging Spirituality and Religion in European For-profit-organizations: a Systematic Review

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Apr 2022

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.

The Mediating Role of Emotional Intelligence in the Relationship Between School Principals' Sustainable Leadership Behaviors and Diversity Management Skills

Article

Full-text available

Dec 2021

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.

The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

Article

Nov 2021

Setria Feri

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.

Adapting an NSF-Funded Professional Skills Curriculum to Train Engineers in Industry: A Case Study

Conference Paper

Jul 2021

Quality Output, Workplace Environment, and Employee Retention: The Positive Influence of Emotionally Intelligent Supply Chain Managers

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Oct 2020

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.

Virtual Team Functioning: Modeling the Affective and Cognitive Effects of an Emotional Management Intervention

Article

Sep 2020

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 (␤ ϭ .37) and have a positive effect on the motivational processes within the team, thus leading to more team engagement (␤ ϭ .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.

Managers’ intention to participate in logistics outsourcing project groups: the influence of personal characteristics

Article

Aug 2020

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.

The Interaction Effect of Goal Misalignment and Metaknowledge Distribution on Team Decision Making in Operations and Supply Chain Management

Article

Full-text available

May 2020

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.

The role of supplier performance evaluations in mitigating risk: Assessing evaluation processes and behaviors

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Mar 2020
IND MARKET MANAG

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.

Emotional intelligence: A preventive strategy to manage destructive influence of conflict in large scale projects

Article

Full-text available

Dec 2019
Int J Proj Manag

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.

Goals, Conflict, Politics, and Performance of Cross‐Functional Sourcing Teams—Results from a Social Team Experiment

Article

Full-text available

Sep 2019

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.

Entrepreneurial passion diversity in new venture teams: An empirical examination of short- and long-term performance implications

Article

Aug 2019
J BUS VENTURING

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.

Dynamics of decision making in CFTs Anibaba and Akaighe 2018

Article

Full-text available

Jan 2019

Akaighe Godbless

Group decision making is often associated with better qualitative decisions and outcomes than decisions made by individuals alone. The dynamics of the group decision-making process, as opposed to the consequences of such decisions, have received limited research attention. While there is considerable evidence to support that cross-functional team decision making facilitates easy implementation of decisions, and higher participation in decision making, the intricacies involved in the decision-making process remain underexplored. The paper aims to understand how different factors drive the behavior of the team members in the decision-making process in cross-functional teams and how decisions are reached in such teams. Under simulation conditions, we observed decision-making sessions involving six groups of six managers each, representing six different functions in a hypothetical organization. We find that the behavior of team leaders, the presence of `dominant' team members and the self-interest of team members, drove the process and defined the final output.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

Article

Full-text available

Dec 2018

Purpose The purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance. Design/methodology/approach A sample of 389 team members from 84 project teams in large-scale construction projects was surveyed. Findings Findings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance. Practical implications The ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams. Originality/value This research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

Self-efficacy and emotional intelligence: Influencing team cohesion to enhance team performance

Article

Full-text available

Dec 2018

Purpose This study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance. Design/methodology/approach This study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task. Findings Results indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation. Research limitations/implications The current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability. Practical implications This paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits. Originality/value The current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

SA Journal of Human Resource Management

Article

Full-text available

Nov 2018

Orientation: Emotional intelligence (EI) is highlighted by the literature as an important attribute that enables an individual to cope with changes and pressures in the work environment and subsequently yields consistent performance. However, some scholars debate the role of demographic diversities and their impact on levels of EI amongst individuals. Research purpose: This study examined the influence of demographic variables on EI levels amongst early career academics (ECAs). Motivation for the study: The study interrogates demographic variables and EI, two issues important in the 21st-century workforce setting. The relationship between the two may be of value to the debate surrounding the success of early career professionals in the higher education sector. The success of ECAs should be of importance to institutions of higher learning. Research approach/design and method: A quantitative approach was followed in conducting the study. Data were collected from a sample of 220 ECAs in a selected university in South Africa. A self-administered questionnaire was sent to the participants using SurveyMonkey online data collection tool. EI was measured using the Schutte Emotional Intelligence Scale. Main findings: Significant EI level differences were observed based on the participants’ ethnic background. However, no significant differences in EI levels could be found based on the respondents’ gender, age and work experience. Practical/managerial implications: The findings may be relevant to career management and human resources forecasting. Contribution/value-add: The study adds to the literature on EI and career success of early career professionals.

Emotion in teams: a scoping literature review

Article

Jun 2022

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.

Improving Supplier Capability through Training: Evidence from the Chinese Automobile Industry

Article

Nov 2021
COMPUT IND ENG

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.

The need for management education of healthcare management employees

Article

Sep 2021

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.

Does formalization or centralization mitigate uncertainty in knowledge-intensive procurement?

Article

Jul 2021
J BUS IND MARK

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.

The role of emotional intelligence in workplace transparency and open communication

Article

Mar 2021
AGGRESS VIOLENT BEH

Yanglu Cui

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.

Dois-je participer ou pas ? Une perspective comportementale individuelle appliquée au processus d’externalisation logistique

Article

Feb 2021

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.

Activating the Benefit of Diversity Through Team Role Clarity and Implicit Coordination

Article

Full-text available

Dec 2020
SMALL GR RES

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.

How Informal Exchanges Impact Formal Sourcing Collaboration (and What Supply Managers Can Do about It)

Article

Aug 2020

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.

Well, I feel differently: The importance of considering affective patterns in groups

Article

Feb 2020

Kyle J Emich

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.

Archetypes of sourcing decision-making: The influence of contextual factors on consensus, argumentation and cabal

Article

Full-text available

Nov 2019
INT J OPER PROD MAN

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.

Do Managers’ Dark Personality Traits Help Firms in Coping with Adverse Supply Chain Events?

Article

Full-text available

Sep 2019

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.

Small talk, big impact – The influence of casual collegial advice on purchasing negotiations

Article

Full-text available

Sep 2019
J Purch Supply Manag

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.

Politics in internal integration for supply chain management (Extended Abstract)

Chapter

Aug 2019

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.

Cross-Functional Integration: Concept Clarification and Scale Development

Article

Mar 2019

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.

Abstract Self-leadership to Servant Leadership: A Metatheoretical Antecedent to Positive Social Change

Article

Full-text available

Feb 2019

Allen Carn

A majority of current leadership programs are failing to deliver a comprehensive approach to leadership development by not providing middle and frontline managers the skills to enhance their potential to develop others. In failing to generate a comprehensive system, animosity towards all types of leadership has been festering for over 40 years as first identified by Greenleaf in 1977. The purpose of the study was to establish a link between the theoretical paradigms of servant leadership and self-leadership using the lens of emotional intelligence to generate an integral leadership development framework. The conceptual framework used Goleman et al.’s version of emotional intelligence, Spears’s model of servant leadership, and Manz’s concepts of self-leadership. The research question examined the interrelationship between the three theoretical paradigms and used the analysis to create a theoretical framework. A paradigm and systematic word search phrase yielded an initial sample of 1356 research articles. Using text scrutinization to achieve saturation, I used 342 articles to evaluate the gap between the three theoretical paradigms. The analysis of the secondary data used Edwards’s approach to metatheory-building. The results yielded the beginnings of a new theory of self-perpetuating leadership style called sustainable leadership. Also noted based on the literature a serious absence of ethics, morality, or spirituality in leadership development. This study is important because it uses a holistic framework based on development techniques found in three theoretical leadership paradigms to help aspiring leaders to develop others. The positive social change that may result is an improvement in leadership skills, over time, through a comprehensive approach to leadership development for aspiring leaders.

Une lecture de l’achat de prestations logistiques à partir du comportement individuel

Article

Nov 2018

Résumé Depuis une trentaine d’années, de nombreuses recherches académiques sont menées dans différents champs disciplinaires du management concernant les relations interentreprises nouées au sein des chaînes logistiques. Ces recherches adoptent principalement une vision holistique du management des interfaces au sein des chaînes logistiques, l’unité d’analyse restant principalement l’organisation ou la relation. En revanche, très peu de travaux académiques étudient les équipes ou les individus en situation d’interface, que ce soit les commerciaux (vendeurs) au sein des entreprises spécialistes de la prestation logistique (PSL), ou les acheteurs (qu’ils appartiennent à la direction des achats, de la logistique ou de la supply chain) au sein des entreprises clientes. L’objectif de l’article est de proposer une lecture originale de l’intention individuelle d’un professionnel qui se retrouve en situation de participer au processus d’achat de prestations logistiques. Les auteurs s’appuient pour cela sur la théorie du comportement planifié (theory of planned behaviour), mobilisée tout particulièrement en psychologie sociale pour analyser la dynamique des comportements humains.

Purchasing and supply management skills revisited: an extensive literature review

Article

Nov 2018
Benchmark Int J

Elina Karttunen

Purpose Research on purchasing managers and their skills requirements supports the training and education of purchasing professionals. This paper offers an in-depth analytical review of the purchasing skills reported in the supply chain management (SCM) literature. The purpose of this paper is to highlight the most important skills and factors that influence these skills. Design/methodology/approach This paper employs a systematic literature review methodology. Two databases, Scopus and Web of Science, are searched for relevant articles. The selected journal articles are used as sources to obtain a view not only on the relevant purchasing and supply management (P/SM) skills, but also on factors that emphasize certain P/SM skills. This paper also summarizes the ten skills ranked as most important (often described as the “top ten”) among the sample articles. Findings The paper highlights the essential skills for purchasing professionals, verified both by their frequent appearances in rankings and by citation frequency in the literature. Generic managerial skills, such as communication, cost analysis, teamwork, problem-solving, negotiation, influencing, and persuasion, as well as information technology skills, received the most attention in the literature and rankings of the “top ten” P/SM skills. This paper provides a refined categorization of purchasing skills, which have merged recently with other discussed skills, such as political and entrepreneurial ones, into this categorization. This paper identifies factors that affect purchasing managers’ skills requirements. Originality/value This paper presents a structured overview of 57 peer-reviewed articles from high-quality journals about purchasing skills. The review contributes to the purchasing skills literature by showing the most relevant skills and the factors that influence skills requirements. These factors also provide arenas for further research related to purchasing skills.

The effectiveness of cross-functional sourcing teams - an embedded case study in a large public organization

Article

Full-text available

Nov 2017

Aim: To investigate the relationships between team characteristics and their impact on cross-functional sourcing team effectiveness in a public procurement environment.Design/research methods: In an embedded single case study, three cross-functional sourcing teams of diverse divisions and departments of the Dutch Province of South Holland are analyzed by means of a comparative analysis.Conclusions/findings: Teams with greater interpersonal cohesiveness showed more personal and open communication and greater informal frequency of within-team communication. Apparently, task work communication has a positive impact on task cohesion, and interpersonal cohesion has a positive impact on interpersonal communication. A stable team with no changes in roles and membership is likely to show strong task cohesion. Office space for regular meetings and dedicated time for team activities contribute to team effectiveness.Originality/value of the article: Making sourcing decisions is a complex process, particularly in cross-functional sourcing teams with divergent views, objectives, and priorities of the various members of different disciplines. Few studies have examined sourcing teams in the public sector. The study is based on the Input-Mediation-Output-Input model which recognizes mediational factors (processes and emergent states) that transform inputs to outputs. The study contributes to current understanding of the nonlinear linkages between process and emergent states of cross-functional teams in the public sector. The results are useful for public organizations to create more effective cross-functional sourcing teams.

Responses to Supplier-Induced Disruptions: A Fuzzy-Set Analysis

Article

Full-text available

Apr 2017
J Supply Chain Manag

Supplier-induced disruptions are critical events that can either lead to dysfunctional conflict or spark more fruitful collaboration in buyer–supplier interactions. However, the focus on a single level of analysis in existing research has limited our ability to better understand the complex mechanics linking supplier-induced disruptions and their consequences. Recognizing this need to bridge different levels of analysis, our study builds on event system theory and presents an in-depth qualitative investigation of 60 response processes following supplier-induced disruptions in Western-Chinese buyer–supplier relationships. Using fuzzy-set qualitative comparative analysis (fsQCA), we explore how cognitive, behavioral, and structural factors across the individual and organizational levels of analysis combine in complex ways to give rise to either dysfunctional conflict or constructive interaction in the aftermath of supplier-induced disruptions. Because little is known about the cognitive underpinnings of responses to supply chain disruptions, we investigate the specific role of managerial cognition. To do so, we employ a cognitive-linguistic approach, which maintains that subtle differences in language reflect differences in cognition, for the textual analysis of our 101 interviews across 20 companies. The configurational fsQCA analysis across the individual and organizational level identifies two archetypes associated with dysfunctional conflict and three archetypes associated with constructive interaction. These findings are the foundation of a middle-range theory for responses to supplier-induced disruptions that bridges different levels of analysis and accounts for the role of managerial cognition. This article is protected by copyright. All rights reserved.

Breaking the mold: Research process innovations in purchasing and supply management

Article

Nov 2016
J Purch Supply Manag

The aim of this special issue is to promote and support such learning and innovation about novel research perspectives, methodologies and techniques (collectively termed ‘novel methods’ hereafter). Novel can mean new to (or very rarely used in) PSM research or it could concern non-traditional perspectives in business scholarship more broadly. Alternatively, it may refer to new combinations of established methods. In essence, scholars are urged to learn from others and import new ideas to PSM research

Global Sourcing Decision-Making Processes: Politics, Intuition, and Procedural Rationality

Article

Full-text available

Jul 2015

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.

Can emotional differences be a strength? Affective diversity and managerial decision performance

Article

Full-text available

Sep 2015
MANAGE DECIS

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.

Dynamic Models of Well-Being: Implications of Affective Events Theory for Expanding Current Views on Personality and Climate

Article

Full-text available

Jan 2015
EUR J WORK ORGAN PSY

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.

The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations

Article

Full-text available

Jan 1986
J PERS SOC PSYCHOL

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)

Group Affect

Article

Full-text available

Jan 2015

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.

A Reinforcement-Affect Model of Attraction

Chapter

Full-text available

Dec 1974

Making a Difference in the Teamwork: Linking Team Prosocial Motivation to Team Processes and Effectiveness

Article

Full-text available

Jan 2014
ACAD MANAGE J

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.

The Benefits of Climate for Inclusion for Gender-Diverse Groups

Article

Full-text available

Dec 2012
ACAD MANAGE J

Lisa Hisae Nishii

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 "Big Idea" That Is yet to Be: Toward A More Motivated, Contextual, and Dynamic Model of Emotional Intelligence

Article

Full-text available

May 2014
AMP

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.

Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation

Article

Full-text available

Jul 2012
ACAD MANAGE J

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.

Modeling Reciprocal Team Cohesion-Performance Relationships, as Impacted by Shared Leadership and Members' Competence

Article

Full-text available

Mar 2015
J APPL PSYCHOL

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).

Gratitude Versus Entitlement: A Dual Process Model of the Profitability Implications of Customer Prioritization

Article

Full-text available

Mar 2014

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.

The many faces of Emotional Contagion: An Affective Process Theory of Affective Linkage

Article

Full-text available

Oct 2014

Hillary Anger Elfenbein

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.

CEO Ethical Leadership and Corporate Social Responsibility: A Moderated Mediation Model

Article

Full-text available

Feb 2014

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.

Group Affect

Article

Full-text available

Apr 2015

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.

Why Does Self-Reported Emotional Intelligence Predict Job Performance? A Meta-Analytic Investigation of Mixed EI

Article

Full-text available

Sep 2014
J APPL PSYCHOL

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).

Novelty, Complexity, and Importance as Causal Determinants of Industrial Buyer Behavior

Article

Apr 1989
J MARKETING

Daniel McQuiston

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.

Accounting for common method variance in cross-sectional research designs

Article

Feb 2001

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.

Does Familiarity Breed Trust? The Implications of Repeated Ties for Contractual Choice in Alliances

Article

Feb 1995
ACAD MANAGE J

Ranjay Gulati

Cross-Functional Project Groups in Research and New Product Development: Diversity, Communications, Job Stress, and Outcomes

Article

Jun 2001
ACAD MANAGE J

Robert T. Keller

"A Model of Consumer Information Search Behavior for New Automobiles"

Article

Jan 1983

A multimethod examination of the benefits and detriments of intragroup conflict

Article

Jan 1995
ADMIN SCI QUART

K.A. Jehn

On the Evaluation of Structural Equation Models

Article

Jan 1988

Interpersonal attraction

Article

Jan 1985

E. Berscheid

Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives

Article

Jan 1998
STRUCT EQU MODELING

Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S)

Article

Sep 2009

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.

Emotional Intelligence: Why It Can Matter More Than IQ

Article

Jan 1996

D. Goleman

Validity in Logistics Research

Article

Jan 1997

Self-Attention Theory: The Effects of Group Composition on the Individual

Chapter

Jan 1987

Brian Mullen

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.

Access Denied: Low Mentoring of Women and Minority First-Time Directors and Its Negative Effects on Appointments to Additional Boards

Article

Aug 2013
ACAD MANAGE J

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.

A Meta-Analysis of Cohesion and Performance: Effects of Level of Analysis and Task Interdependence

Article

Dec 2012
SMALL GR RES

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.

Power, Justice, and Trust: A Moderated Mediation Analysis of Tax Compliance among Ethiopian Business Owners

Article

Nov 2015
J ECON PSYCHOL

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.

A Behavioral Theory of Sustainable Supply Chain Management Decision Making in Non-Exemplar Firms

Article

Nov 2015
J Supply Chain Manag

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.

Consensus on supplier selection objectives in cross-functional sourcing teams: Antecedents and outcomes

Article

Sep 2015
Int J Phys Distrib Logist Manag

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.

Shadows and light: Diversity management as phantasmagoria

Article

Jun 2015

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.

Structural equation modeling in practice: A review and recommended two-step approach.

Article

Jan 1988

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.

Dynamic Models of Well-Being: Implications of Affective Events Theory for Expanding Current Views on Personality and Climate

Article

Jul 2015
EUR J WORK ORGAN PSY

Benefits of Transformational Behaviors for Leaders: A Daily Investigation of Leader Behaviors and Need Fulfillment

Article

Jul 2015

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.

Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies

Article

Oct 2003

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.

Structuring change: Familiarity and formal interventions in problem-solving groups

Article

Aug 2001
ACAD MANAGE J

G. A. Okhuysen

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.

The Role of Context in Work Team Diversity Research: A Meta-Analytic Review

Article

Jun 2009
ACAD MANAGE J

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.

Cross-Functional Project Groups in Research and New Product Development

Article

Jun 2001
ACAD MANAGE J

Robert T. Keller

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.

Inequality and Heterogeneity: A Primitive Theory of Social Structure.

Article

Dec 1979

The Interplay of Diversity Training and Diversity Beliefs on Team Creativity in Nationality Diverse Teams

Article

Feb 2015
J APPL PSYCHOL

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).

Emotion Helping by Managers: An Emergent Understanding of Discrepant Role Expectations and Outcomes

Article

Apr 2012
ACAD MANAGE J

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.

A Preliminary Study of the Size Determinant in Small Group Interaction

Article

Aug 1951
AM SOCIOL REV

John James

Regulating and Facilitating: The Role of Emotional Intelligence in Maintaining and Using Positive Affect for Creativity

Article

Dec 2014
J APPL PSYCHOL

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).

When Regulating Emotions at Work Pays Off: A Diary and an Intervention Study on Emotion Regulation and Customer Tips in Service Jobs

Article

Nov 2014
J APPL PSYCHOL

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).

Emotional Intelligence

Article

Mar 1990

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.

Redefining supply management׳s contribution in services sourcing

Article

Oct 2014
J Purch Supply Manag

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.

Affective diversity and emotional intelligence in cross-functional sourcing teams

Abstract

No full-text available

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