Showing papers in "Group & Organization Management in 2018"
TL;DR: Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance as mentioned in this paper. But, the effect of perceived green HRM on emp...
Abstract: Green human resource management (green HRM) refers to a set of HRM practices that organizations adopt to improve employee workplace green performance. While the effect of perceived green HRM on emp...
156 citations
TL;DR: In this paper, the authors draw insights from the literatures on entrepreneurial learning from failure and organizational imprinting to develop an evolutionary phase model to explain how prior business failure experience influences successive newly started businesses.
Abstract: This study draws insights from the literatures on entrepreneurial learning from failure and organizational imprinting to develop an evolutionary phase model to explain how prior business failure experience influences successive newly started businesses. Using multiple case studies of entrepreneurs located in an institutionally developing society in Sub-Sahara Africa, we uncover four distinctive phases of postentrepreneurial business failure: grief and despair, transition, formation, and legacy phases. We find that while the grieving and transition phases entailed processes of reflecting and learning lessons from the business failure experiences, the formation and legacy phases involve processes of imprinting entrepreneurs’ experiential knowledge on their successive new start-up firms. We conclude by outlining a number of fruitful avenues for future research.
95 citations
TL;DR: Although helping behaviors have increased in importance as work has become more interdependent, employees may be hesitant to help others for fear of it affecting their ability to complete their own work as discussed by the authors.
Abstract: Although helping behaviors have increased in importance as work has become more interdependent, employees may be hesitant to help others for fear of it affecting their ability to complete their own...
78 citations
TL;DR: Using data from 105 employee–supervisor dyads from professional services firms in Singapore, support is found for the hypothesized model of how organizational control is related to employees’ organizational trust.
Abstract: This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed.
72 citations
TL;DR: In this article, a model of teams' early and late conflict states, conflict processes, and performance was introduced to investigate the influence of conflict states on performance and the moderating effect of two conflict processes (cooperative and competitive management approaches).
Abstract: We introduce a model of teams’ early and late conflict states, conflict processes, and performance. In a study of 529 individuals in 145 teams, we provide a theoretical framework and empirically test a series of hypotheses pertaining to the influence of conflict states, including task and relationship conflict, on performance, as well as the moderating effect of two conflict processes (cooperative and competitive management approaches). We address inconsistencies in the literature related to the effect of team conflict, specifically task conflict, within teams. Our results suggest that task conflict in the end of a team’s life cycle, like relationship conflict, can have a significant negative effect on performance, but only when teams’ conflict management approaches are competitive (rather than cooperative). We also provide evidence that conflict management approaches are affected by the type of conflict teams exhibit in their early life cycle stages. Thus, we present a study of how early levels of confli...
53 citations
TL;DR: The present review synthesizes existing evidence and theory on the science of health care teams and health care team training to provide insight into the team and organizational-level factors that drive effective health care teamwork and offer directions for future research that will continue to improve understanding of health Care teams in the future.
Abstract: The present review synthesizes existing evidence and theory on the science of health care teams and health care team training. Ten observations are presented that capture the current state of the s...
46 citations
TL;DR: In this article, the authors examined the effect of team personality composition on individual-level performance using hierarchical linear modeling and found that elevation in conscientiousness and heterogeneity in Emotional Stability moderated the relationships between individual trait scores.
Abstract: Personality traits are often theorized to affect team performance by predisposing members to perform individual-level behaviors. Yet, member personality traits may also affect team performance by creating contextual influences on member behaviors. As such, the purpose of the present study was to examine the effect of team personality composition on individual-level performance using hierarchical linear modeling. A range of effects for team-level elevation were observed, but few effects emerged for team-level heterogeneity. Main effects from elevation in Extraversion and Openness to Experience were consistently observed across analyses. The main effects from team elevation in Conscientiousness and Agreeableness, however, were only observed prior to controlling for individual-level trait scores or when using a group-mean centering method for individual-level trait scores. In addition, elevation in Conscientiousness and heterogeneity in Emotional Stability moderated the relationships between individual trait...
43 citations
TL;DR: In this article, the authors used organizational support theory to examine how health care employees' perceptions of teamwork influence patient satisfaction through a serial mediation involving employee well-being and intention to remain, and examined the extent to which the training that employees receive might enhance these relationships.
Abstract: This study uses organizational support theory to examine how health care employees’ perceptions of teamwork influence patient satisfaction through a serial mediation involving employee well-being and intention to remain. The study also examines the extent to which the training that employees receive might enhance these relationships. Hypothesized assumptions are tested by multilevel analysis using data from 66,930 employees nested within 162 organizations from the British National Health Service (NHS). Our findings indicate that teamwork has a positive indirect association with patient satisfaction through employee well-being (i.e., job satisfaction and work engagement) and intention to remain, in sequence. The strength of this indirect relationship is also enhanced by training provided to employees by the organization.
38 citations
TL;DR: This article investigated the relationship of emotional labor to perceived team support, extra-role behaviors, and turnover intentions and found that the relationships between individual deep acting and outcome variables were dependent upon the level of peer deep acting in the team.
Abstract: We investigated the relationship of emotional labor to perceived team support, extra-role behaviors, and turnover intentions Our primary research question involved whether the relationships of individual deep acting with perceived team support and extra-role behaviors were conditional on the level of peer deep acting in the team The possibilities were explored in two field studies Study 1 sampled 195 students in 47 project teams multiple times over the course of a semester Study 2 surveyed 202 nurses and their supervisors within 35 teams in a hospital The multilevel results of both studies showed that the relationships between individual deep acting and outcome variables were dependent upon the level of peer deep acting in the team As expected, individual and peer surface acting had only direct relationships with the same outcomes These findings provided general support for our model and suggested that team-level effects are an important theoretical and practical consideration for understanding emo
35 citations
TL;DR: In this paper, the authors explore the effect of a reward for creativity program on employee creativity in organizations by investigating the underlying mechanisms based on the transactional model of stress and coping.
Abstract: We explore the effect of a reward for creativity program on employee creativity in organizations by investigating the underlying mechanisms based on the transactional model of stress and coping—a novel theoretical perspective for this research area. We theorize and find in two field studies that challenge appraisal of a reward for creativity program (perceived potential for gain, growth, or mastery) is positively related to problem-focused coping, which in turn predicts high creative performance. By contrast, threat appraisal of a reward for creativity program (perceived potential for harms or losses) is positively related to emotion-focused coping in the form of blaming, which in turn predicts low creative performance. Our findings also support the different indirect effects of the two appraisals of a reward for creativity program on creative performance through coping strategies. In addition, we find self-efficacy that is an antecedent of individual appraisals. We discuss the implications of the finding...
34 citations
TL;DR: In this paper, the authors explore how project complexity and bonding forms of social capital influence performance outcomes in network organizations, and focus on how they influence the performance outcomes of network organizations.
Abstract: This study conceptually and empirically explores how project complexity and bonding forms of social capital influence performance outcomes in network organizations. Specifically, we focus on how bo...
TL;DR: Innovation literature typically postulates a linear and institution-driven implementation process that leads to bifurcated outcomes (i.e., acceptance or rejection) of innovation as mentioned in this paper.
Abstract: Innovation literature typically postulates a linear and institution-driven implementation process that leads to bifurcated outcomes (i.e., acceptance or rejection) of innovation. Adopting a grounde...
TL;DR: The theorizing explains how an existing team TMS can offset the within-team coordination burdens typically associated with boundary spanning and predictions about how these factors interrelate to affect TMS and coordination over time are offered.
Abstract: In this article, we suggest that the transactive memory system (TMS) and boundary-spanning literatures are useful for understanding how individuals in team-based collectives can be structured to im...
TL;DR: In this paper, the authors examined the relationship between a specific type of team climate for perceived organizational support, team perception of organizational support for teamwork training (team POS-TT), and its effects on the productivity and innovation of acute health care teams.
Abstract: This study examines the relationship between a specific type of team climate for perceived organizational support, team perceived organizational support for teamwork training (team POS-TT), and its effects on the productivity and innovation of acute health care teams. Drawing on organizational support theory, we examine how this relationship emerges via the mediating mechanism of shared objectives. Using survey data from 88 teams based in 13 health care organizations across the United Kingdom, we found support for the indirect effects of team POS-TT via shared objectives, but not for the direct effect of team POS-TT, thus indicating a mediated relationship with team productivity and innovation. As predicted, through the satisfaction of important esteem and affiliation needs of team members, team POS-TT compelled teams to engage in the process of generating shared objectives, which, in turn, positively predicted team productivity and innovation. These findings contribute to the scant literature on perceived organizational support (POS) as a form of team climate, and respond to recent calls to consider different types of POS by focusing on perceived support for teamwork training, an area which has particular relevance in the context of health care. Furthermore, the study serves to extend understanding regarding exactly how team POS-TT affects team outcomes via the specific process of shared objectives. We conclude with a discussion of these contributions to the literature and delineate several practical implications for leaders and managers in health care organizations.
TL;DR: This article examined the simple and interactive effects of two individual perceptions toward the training context (cynicism toward organizational harassment change and perceived unit ethical climate) on posttraining knowledge and myth-based attitudes regarding sexual harassment.
Abstract: Sexual harassment awareness training is crucial for both legal defensibility purposes and for creating a psychologically safe environment for employees. Using a pretest/posttest design in an organizational setting, this study examined the simple and interactive effects of two individual perceptions toward the training context—cynicism toward organizational harassment change and perceived unit ethical climate—on posttraining knowledge and myth-based attitudes regarding sexual harassment. With the exception of a marginally significant effect of cynicism on posttraining knowledge, the outcomes were largely unaffected by either of the predictors, individually. However, cynicism toward organizational harassment change and perceived unit ethical climate interacted to predict both outcomes, such that training outcomes particularly suffer when individuals are cynical toward organizational change and perceive the work group as unethical. This underscores the importance of consideration of both organizational and w...
TL;DR: It is theorized and empirically demonstrated by means of a survey design that employees’ identification with their occupation is positively related to their willingness to cooperate in the post-merger integration process, over and above the effect of organization members’ organizational identification.
Abstract: Integration processes after mergers are fraught with difficulties, and constitute a main cause of merger failure. This study focuses on the human aspect of post-merger integration, and in particular, on the role of occupational identification. We theorize and empirically demonstrate by means of a survey design that employees' identification with their occupation is positively related to their willingness to cooperate in the post-merger integration process, over and above the effect of organization members' organizational identification. This positive effect of occupational identification is stronger for uniformed personnel but attenuates in the course of the integration process. Qualitative interviews further explore and interpret the results from our statistical analysis. Together, these findings have important practical implications and suggest future research directions.
TL;DR: A double-edged sword: Agency-theoretic research views CEO power as ultimately detrimental to the firm, whereas the strategic leadership literature highlights the instrumental role of the CEO as mentioned in this paper.
Abstract: CEO power seems to be a double-edged sword: Agency-theoretic research views CEO power as ultimately detrimental to the firm, whereas the strategic leadership literature highlights the instrumental ...
TL;DR: Common coordination characteristics that enable health care action teams to ensure effective patient care and specific examples of adaptive coordination within the health care setting are discussed and implications for training are articulated.
Abstract: A team’s ability to coordinate and adapt their performance to meet situational demands is critical to excellent patient care. The goal of this article is to identify common coordination characteris...
TL;DR: The results suggest that teams benefited from the intervention, increasing reflexivity from the start of the project to the end, which was related to innovation implementation and decreases in fall rates.
Abstract: Interdisciplinary teams play an important role implementing innovations that facilitate the quality and safety of patient care. This article examined the role of reflexivity in team innovation impl...
TL;DR: Data from 75 hospital teams support differential predictions that interpersonal conflict management is a particularly important team process for reducing role conflict and improving team performance for teams with high functional diversity, whereas for Teams with lowfunctional diversity, back up and helping is a more importantteam process.
Abstract: Functional diversity in healthcare teams—where members from different healthcare professions work together—is often advocated as the key to achieving quality patient outcomes. However, although fun...
TL;DR: In this article, a sample of working adults were asked to report their levels of surface acting during multiple workplace meetings, and it was found that participants engage in surface acting in meetings and their surface acting is positively related to the presence of higher status attendees in these meetings.
Abstract: Recent evidence suggests that surface acting occurs in workplace meetings. Even in light of these findings, it remains unknown why employees would choose to surface act in meetings with their colleagues and supervisors, and how this form of emotion regulation affects employees in the short term. A sample of working adults were asked to report their levels of surface acting during multiple workplace meetings. Results indicate that employees engage in surface acting during meetings, and that their surface acting is positively related to the presence of higher status attendees in these meetings. In addition, surface acting during meetings is negatively related to perceptions of both meeting psychological safety and meeting effectiveness. We also highlight the important role of one’s job level as a moderating condition when examining the relationship between surface acting and perceived meeting effectiveness. Our results suggest that individuals who are higher up in an organization’s hierarchy may perceive me...
TL;DR: In this article, the authors show that virtuality is a paradox and that virtual leadership is also a paradox, and they move the conversation about virtual leadership forward by blending existing knowledge on virtuality and on leadership.
Abstract: This conceptual article moves the conversation about virtual leadership forward by blending extant knowledge on virtuality and on leadership Drawing on paradox theory, we show that virtuality is a
TL;DR: Behavioral integrity (BI) as mentioned in this paper is a perception that a person acts in ways that are consistent with their words and has been shown to have an impact on many areas of work life.
Abstract: Behavioral integrity (BI)—a perception that a person acts in ways that are consistent with their words—has been shown to have an impact on many areas of work life. However, there have been few stud...
TL;DR: In this paper, two factors that contribute to the failure of mergers and acquisitions are identified: the failure rate of the mergers, and the failure probability of the companies involved in these mergers.
Abstract: Globally, organizations spend billions on mergers and acquisitions (MA however, it is commonly estimated that at least half of these ventures fail. Two factors that contribute to this...
TL;DR: In this paper, the authors draw upon the transactional theory of stress, and the social exchange and support features of leader-member exchange theory, to explain the expected neutralizing effects on job tension, job satisfaction, and contextual performance/citizenship behavior.
Abstract: Supervisor–subordinate work relationships are based on a series of potentially fluctuating resource allocation episodes. Building on this reality, we hypothesized in the present research that supervisor–subordinate work relationship quality will neutralize the negative attitudinal and behavioral strain effects associated with perceptions of others’ entitlement behavior. We draw upon the transactional theory of stress, and the social exchange and support features of leader–member exchange theory, to explain our expected neutralizing effects on job tension, job satisfaction, and contextual performance/citizenship behavior. Results supported study hypotheses in Sample 1. Findings were replicated in Sample 2 and extended by also demonstrating the interaction effect on task performance. Contributions to theory and research, strengths and limitations, directions for future work, and practical implications are discussed.
TL;DR: In this paper, the authors examine the concept of team performance and propose a framework to understand patterns of change over time, following a literature review on team performance focusing on empirical articles publ...
Abstract: We examine the concept of team performance and propose a framework to understand patterns of change over time. Following a literature review on team performance (focusing on empirical articles publ...
TL;DR: In this paper, Stinchcombe argues that public policy regulations, designed to legitimate and protect fragile, fledgling new firms from failure, appear to be of great value, to the extent that su...
Abstract: Public policy regulations, designed to legitimate and protect fragile, fledgling new firms from failure, on the surface, appear to be of great value. According to Stinchcombe, to the extent that su...
TL;DR: This paper predicted that a leader's interactional justice is associated with followers' multifoci identi city, by extracting insights from leader-member exchange (LMX) theory and social identity theory.
Abstract: By extracting insights from leader–member exchange (LMX) theory and social identity theory, this study predicted that a leader’s interactional justice is associated with followers’ multifoci identi...
TL;DR: Insight is given into how coworkers’ perceptions and experiences of informal mentoring relationships in their workgroup are related to their perceptions of workgroup functioning and the importance of studying mentoring relationship in their broader organizational context is emphasized.
Abstract: Research into workplace mentoring is primarily focused on the experiences and perceptions of individuals involved in the relationship, while there is scarcely any research focusing on the impact of mentoring relationships on their social environment. This exploratory research aims to give insight into how coworkers' perceptions and experiences of informal mentoring relationships in their workgroup are related to their perceptions of workgroup functioning. The results of 21 semistructured interviews show that coworkers believe that mentoring relationships affect their workgroup's functioning by influencing both their workgroup's performance and climate. Coworkers applied an instrumental perspective and described how they think that mentoring relationships both improve and hinder their workgroup's performance as they influence the individual functioning of mentor and protege, the workgroup's efficiency, and organizational outcomes. Furthermore, coworkers applied a relational perspective and described how mentoring relationships may influence their workgroup's climate in primarily negative ways as they may be perceived as a subgroup, cause feelings of distrust and envy, and are associated with power issues. The results of this study emphasize the importance of studying mentoring relationships in their broader organizational context and set the groundwork for future research on mentoring relationships in workgroups.
TL;DR: In this article, team leader boundary work that is relational and inclusive (i.e., work that relates to others across team boundaries and includes a wide range of variabilities) is discussed.
Abstract: As organizations face progressively complex challenges, team leader boundary work that is relational and inclusive (i.e., work that relates to others across team boundaries and includes a wide vari...