Subrahmaniam Tangirala's research while affiliated with University of Maryland, College Park and other places

... Task interdependence helps teams to respond reasonably to current adverse events or changes in the task environment, and this response is not determined and expressed by an individual in the team. However, it is generated by team members through continuous communication, negotiation, and feedback based on the project contract, prior research, and credible commitment [23][24][25]. Members with different attributes become a team when they perform their duties and cooperate according to their respective roles to achieve a common goal. The advantages and purposes of teamwork are achieving objectives and tasks that cannot be solved individually and creating greater cooperation than the sum of individual capabilities. ...

... Drawing directly from our findings, one way of achieving this is by eliciting support from their managers, in line with recent developments on the role of agentic followership in procuring leadership (e.g. Gajendran et al., 2022). Human resource professionals and organizational functions can support employees' agency through training and developing them to take a proactive role in shaping the managerial support they receive, as well as in seeking work arrangements that support their ability to fulfil both work and nonwork role requirements. ...

... Still, team performance literature offers several starting points to investigate team-AI collaboration. For instance, it was already shown that composition and intragroup processes are relevant predictors of team performance (Schulz-Hardt et al., 2006;Webber, 1974;Hussain et al., 2022). These considerations can be captured in the following research questions: RQ1: Are there differences in team performance between team-AI collaboration and human teams? ...

... Previous studies have found that not only individual factors, such as cheerful personality and sense of responsibility, have an impact on employee advice behavior [2], but also organizational factors such as corporate culture and organizational atmosphere also have an impact on employees' advice behavior [4]. Employee advice behavior is a typical work initiative behavior [5]. ...

... (p.436-437: Crant, 2000). Importantly, proactive behaviors have two key distinguishing characteristics: future-focus and change orientation (Frese & Fay, 2001;Grant & Ashford, 2008;Park et al., 2022). ...

... TeamSIM includes 12 learning objectives ( Figure 1) around recognition and management of knowledge within teams, teaming up, communicating clearly and respectfully, embracing and managing dissent, voice and listening, asking for help and reflexivity (Larson et al., 1998;Christensen et al., 2000;Baron, 2005;Riskin et al., 2015;Schmutz and Eppich, 2017;Hamilton et al., 2019;Riskin et al., 2019;Schwappach et al., 2019;Long et al., 2020;Jones et al., 2021;Kolbe et al., 2021;Lemke et al., 2021;Rudolph et al., 2021;Bamberger and Bamberger, 2022;DiPierro et al., 2022;Taiyi Yan et al., 2022;Vauk et al., 2022;Greilich et al., 2023;Tannenbaum and Greilich, 2023). Additionally, it provides students with the possibility to reflect on the consequences of teamwork for well-being and performance of healthcare professionals as well as for patient care and safety and on implications for their career management. ...

... From our experience, a research review beyond the scope of one discipline and one theoretical perspective typically reveals plenty of existing research that will help sharpen the research question and methods. For example, when studying voice in healthcare teams, reviewing the voice literature in organizational behavior and psychology yields a variety of concepts, methods and results applicable to healthcare teams (Heaphy et al., 2022;Li and Tangirala, 2022). For broadening the research beyond healthcare, the dimensional model of Hagemann allows for identifying similarities, differences, and application (Hagemann et al., 2011). ...

... This culture also allows people to work together and create synergy. The above factors may serve as guidelines for improving organizational citizenship behavior (OCB) in circumstances where it may inspire employees, such as by encouraging more pleasant relationships among colleagues (Parke et al., 2021). In addition to these measures, the office's social atmosphere, supervisors' expertise, and the processes used to recruit employees may contribute to an inclusive workplace supporting OCB. ...

... However, the extent to which employees' endorsed changes can be achieved depends largely on how those in higher positions, such as supervisors, perceive employee voice. The more positive the behavior is perceived by their supervisors, the more likely that their voicing ideas and suggestions will be endorsed and implemented (Burris, 2012;Isaakyan, Sherf, Tangirala, & Guenter, 2021). Accordingly, we use supervisors' assessments of employee task performance and discretionary work effort as key proxies to determine supervisors' receptions of employee voice. ...

... Given the importance of voice for organizations and their employees, scholars have focused on building understanding about the factors that encourage employees to act upon latent voice opportunities (Detert & Trevino, 2010;Detert & Edmondson, 2011). To do so, voice scholars have focused on workplace factors such as psychological safety (Liang et al., 2012), job autonomy (Lam & Mayer, 2014), personality congruence with supervisors (Li & Tangirala, 2021), managerial consultation (Tangirala & Ramanujam, 2012), managerial openness (Detert & Burris, 2007), and an employee's workflow position (Venkataramani & Tangirala, 2010) as critical factors determining whether or not employees speak up. While research on many of these workplace antecedents of voice has grown, the influence of employees' home and family dynamics on voice has been overlooked. ...