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Showing papers in "Team Performance Management in 2016"


Journal ArticleDOI
TL;DR: In this article, the authors examined interrelations of the team environment factors of trust and affiliation and the motivation factors of perceived reciprocal benefits and importance of enjoyment to determine how they influence knowledge sharing within loose-linked global virtual teams.
Abstract: Purpose This paper aims to examine interrelations of the team environment factors of trust and affiliation and the motivation factors of perceived reciprocal benefits and importance of enjoyment to determine how they influence knowledge sharing within loose-linked global virtual teams. Design/methodology/approach The study involved 115 business students from three large universities located in the USA, China and Peru being assigned to global virtual teams of between three and four members in one phase and between four and seven members in a second phase. Students were required to work in virtual teams using telecommunication tools to complete assigned cases. Findings Trust, reciprocal benefits and enjoyment are significantly related to positive attitude toward knowledge sharing. Positive attitude, enjoyment, age, nationality and computer experience are positively related to knowledge sharing behavior. Affiliation is not found to significantly affect positive knowledge sharing attitude. Gender is not related to knowledge sharing behavior. Practical implications Understanding how trust, affiliation and motivation influence positive attitude and knowledge sharing behavior can assist managers in developing intervention strategies that improve team environments to support knowledge sharing behavior. Originality/value This paper contributes to the advancement of theory by extending the current knowledge sharing research to virtual team environments with diverse cultural backgrounds and by considering both extrinsic and intrinsic motivation factors, including the importance of enjoyment in loose-linked environments of global virtual teams.

75 citations


Journal ArticleDOI
TL;DR: In this article, the authors proposed that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments and proposed a conceptual framework to understand organizational leadership.
Abstract: Purpose Current organizations face a complex competitive landscape driven by globalization and technology that puts them in the course of a new economic age. This complexity stresses learning and innovation as fundamental mechanisms for organizational survival. This paper aims to propose that how learning and innovation emerge and affect organizational performance can be better understood through the complexity leadership theory. Design/methodology/approach The authors review literature on complexity leadership theory, learning and innovation in complex bureaucratic environments and then present reflections regarding how learning and innovation can be achieved through the interaction of three complexity leadership functions: adaptive, administrative and enabling. This conceptual framework suggests that individuals are in constant interaction, exchange information, influence each other and collectively produce emergent properties that promote effective learning and innovation. Findings We propose that learning and innovation can be better achieved in organizations if the complexity leadership theory is applied as an alternative to centralized forms of influence and control. Originality/value This paper presents a reflection on the benefits of the complexity leadership theory as an alternative framework to understand organizational leadership. Furthermore, this paper proposes that the complexity leadership theory is more adequate to generate learning and innovation in complex, fast-changing work environments.

31 citations


Journal ArticleDOI
TL;DR: In this paper, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted and the relation between elder care nurses' estimation of the team climate as being safe and team learning activities was investigated.
Abstract: Purpose This study aims to determine whether elder care nurses engage in knowledge sharing and reflection within their teams and if these team-learning activities influence an elder care nursing team’s performance. Furthermore, the authors investigated the relation between elder care nurses' estimation of the team climate as being safe and team-learning activities. Design/methodology/approach For this research, a questionnaire survey of 30 elder care nursing teams (N = 30, n = 149) working in 17 different retirement homes was conducted. Findings Structural equation model showed significant positive relations between knowledge sharing and team performance, and between reflection and knowledge sharing. A safe team climate had a significantly positive influence on reflection. Originality/value Little is known about the performance of elder care nursing teams, how to measure team performance in this domain and how performance is influenced by learning activities. This study fills these gaps by providing an insight into the relationship between team-learning activities and team performance. Team performance was measured by the estimation of the team members and by using performance assessments from an independent institution.

29 citations


Journal ArticleDOI
TL;DR: In this article, the authors present a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust).
Abstract: Purpose The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust). Design/methodology/approach To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams. Findings Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important. Research limitations/implications Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted. Practical implications The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance. Originality/value This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.

24 citations


Journal ArticleDOI
TL;DR: In this paper, an empirical instrument that measures group-level emotional intelligence (GEI) at the group level of analysis was developed to evaluate the performance and learning ability of public sector workgroups in city governments.
Abstract: Purpose – Despite increased calls for incorporating emotional intelligence (EI) in workgroups and teams, there exists a need to develop empirical instruments that can measure group-level emotional intelligence (GEI), and assess its efficacy in predicting outcomes such as performance and learning ability. This paper aims to empirically demonstrate how GEI affects the performance and learning ability of public sector workgroups in city governments. Design/methodology/approach – Using Ghuman’s (2011) proposed theoretical model of GEI as a two-component system, an empirical instrument is created that measures GEI at the group level of analysis. Regression analyses are performed for 44 workgroups in the public sector organizations, with group performance and group learning ability as the dependent variables. Results show a significant positive relationship between GEI and the outcomes of group performance and group learning ability. Findings – The findings demonstrate that a competent instrument has been devel...

19 citations


Journal ArticleDOI
TL;DR: In this paper, a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development, is presented.
Abstract: Purpose This paper aims to report on a qualitative comparative case study of coordination in three ongoing research and development projects, each conducted by teams working virtually across multiple, geographically dispersed sites and involving varying degrees of task uncertainty at differing stages on an innovation continuum, from basic fundamental research to scale-up and commercial development. Design/methodology/approach This study investigated characteristics of effective virtual innovation teamwork, primarily using structured interviews, observation and a limited number of surveys. The analysis was based upon Pava’s (1983) methodology of sociotechnical systems (STS) for non-linear work and was used to assess the influence of virtuality and task uncertainty on the quality of team deliberations and the knowledge development barriers experienced at the various stages on the innovation continuum. Findings The study identified different technical and social coordination mechanisms and their impact in mitigating knowledge barriers for differing levels of task uncertainty. Technical elements, many based in digital information technology, appeared most significant for coordination where task uncertainty and ambiguity were low. However, with high task uncertainty, the most significant mechanisms were closely tied to the formal and informal social systems of virtual organization. Research limitations/implications The key implication for future research is the development of further applications to evaluate this coordination model for modern teamwork in virtual contexts. Practical implications The findings extend previous theory about coordination of innovation to include fundamental research and virtual collaboration. Based on the results, a four-step STS methodology for design of virtual team coordination mechanisms was developed and piloted successfully by scientific teams at a prominent North American research laboratory. Originality/value This research project has shown that modern STS methodology, updated for non-routine work in a virtual context, can provide a way to assess and mitigate “coordination costs” associated with virtual teamwork. Further, it has identified clear categories of coordination mechanisms that are most effective when teams are working at different stages in the innovation process.

18 citations


Journal ArticleDOI
TL;DR: In this paper, the mediating effect of an individual's satisfaction with the team between conflict and training motivation was investigated, and the authors found that individual satisfaction with team partially mediates the relationship between affective conflict and both training motivation dimensions.
Abstract: Purpose This paper aims to investigate the mediating effect of an individual’s satisfaction with the team between conflict and training motivation. This study provides understanding regarding how the type of conflict within a team can influence an individual’s team experience which can, in turn, influence that individual’s training motivation and impact future teams. Design/methodology/approach Data were collected from 498 upper-level business students engaged in a team project. Structural equation modeling examined the serial mediation relationship between perceived diversity, conflict (affective and cognitive), individual satisfaction with the team and training motivation (learning and transfer). Findings Individual satisfaction with the team partially mediates the relationship between affective conflict and both training motivation dimensions, and fully mediates the relationship between cognitive conflict and both training motivation dimensions. Practical implications To encourage future participation in teams, managers should explore ways to increase an individual’s satisfaction, such as increasing the cognitive conflict by incorporating diversity within teams and reducing the affective conflict within teams. Likewise, by increasing an individual’s satisfaction with the team, managers can increase both the motivation to learn and transfer new knowledge. Originality/value This paper illuminates the role that an individual’s satisfaction with the team has between conflict and training motivation. Moreover, this paper demonstrates that more research on an individual’s satisfaction with the team is needed.

17 citations


Journal ArticleDOI
TL;DR: In this article, the authors investigated how team support and cohesion channel the effects of relationship conflict and its management on team productivity and found that team support plays an important role in protecting the team from the negative effects of conflict and contributes to the development of team cohesion.
Abstract: Purpose This research aims to investigate how team support and cohesion channel the effects of relationship conflict and its management on team productivity. Design/methodology/approach Questionnaire data were sampled from students working in groups to design software systems for companies. Structural equation methodology was used to estimate the proposed model. Findings The results indicate that the mediators (team support and cohesion) positively affect each other and team performance. The results support that the effects of conflict and conflict management on team performance are mediated by team support first and then indirectly through team cohesion. Research limitations/implications This paper empirically establishes the mechanisms through which conflict and its management affect team performance. The following limitations should be considered when generalizing the results of the study: team-level phenomena were assessed using perceived measures of individual team members and an academic setting was used for data collection. Practical implications The findings indicate that team support plays an important role in protecting the team from the negative effects of conflict and that team support contributes to the development of team cohesion. Originality/value This work is one of the first to evaluate the mechanisms of team support and cohesion through which team conflict and its management affect team performance.

15 citations


Journal ArticleDOI
TL;DR: In this article, a research survey was carried out among 233 HRM professionals from 29 HRM teams, which revealed significant correlation between formal HRM aspects (HRM goals and strategy, formal communication and formalization) and informal HRM aspect (perceived proximity and trust).
Abstract: Purpose This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration. Design/methodology/approach A research survey was carried out among 233 HRM professionals from 29 HRM teams. Findings The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other. Originality/value The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.

14 citations


Journal ArticleDOI
TL;DR: In this paper, the effect of leader-member exchange quality on creative involvement of teams in creative work through the mediating role of collective energy comprising of affect, cognitive and behavioral energies was examined.
Abstract: Purpose – The purpose of this paper is to examine the effect of leader–member exchange quality on creative involvement of teams in creative work through the mediating role of collective energy comprising of affect, cognitive and behavioral energies. Methodology/approach – In total, a sample of 298 participants in 71 teams working for manufacturing companies producing different auto parts in the eastern part of Iran was examined. A conceptual model was developed, and the hypotheses were analyzed by using structural equation modeling (SEM). Finally, the direct and indirect effects of variables were acquired by a path analysis technique. Findings – The results revealed that, in teams, leader-members exchange indirectly impacts involvement in creative work via affective, cognitive and behavioral energies. Furthermore, affective energy play the most mediating role and behavioral energy my negatively affect involvement in creative work. Originality/value – First, this paper makes a significant contribution to t...

14 citations


Journal ArticleDOI
TL;DR: In this article, a short measure of affiliative and aggressive humor in groups was proposed and tested in a combined Dutch and Romanian sample, and the results support the reliability of the scale, its factorial structure and its predictive validity for positive group atmosphere.
Abstract: Purpose Given the importance of humor in interpersonal communication in groups and the influence of the positive group atmosphere on group effectiveness, this paper aims to provide initial empirical evidence supporting the validity of a short measure for affiliative and aggressive humor. Design/methodology/approach Starting from existing individual-level measures of humor, this paper develops a short measure of affiliative and aggressive humor in groups. The reliability and validity of this scale in a combined Dutch and Romanian sample are tested. Findings The results support the reliability of the scale, its factorial structure and its predictive validity for positive group atmosphere. Moreover, this papers shows that the measure used in this study captures the affiliative and aggressive humor as group-level phenomena and it is shown that these two forms of humor are antecedents of collective emotional intelligence and group atmosphere. Research limitations/implications This study provides a starting point for further research on the role of affiliative and aggressive humor in groups. Originality/value This paper develops a bi-dimensional measure capturing affiliative and aggressive humor in groups and opens new venues for research that extend the knowledge and understanding of the use of humor in interpersonal communication in groups.

Journal ArticleDOI
TL;DR: This paper is among the first to use a social network approach to the study of MTS functioning and illustrates how the fluid structure of the MTS alters communication networks, which in turn influence other MTS processes, emergent states and overall performance.
Abstract: Purpose This paper aims to examine the dynamics of the communication network established within a multi-team system (MTS) and analyzes its implications for the MTS processes, emergent states and performance during a search and rescue operation. Design/methodology/approach The authors take a bifocal approach and combine both network analysis metrics and a qualitative analysis of the message content in addressing the research questions. Findings The findings illustrate the emergence of a decentralized network and that the extent to which decentralization is conducive toward MTS performance also depends on the density of the communication lines established among the component teams (CTs) and the communication content. Low density of the communication network was associated with impaired MTS processes and low effectiveness. Node centrality metrics indicate a limited connectivity between the leader of the operation and the MTS CTs, also with negative impact on MTS performance. Whereas, informal CTs become central to the MTS communication network and positively influence MTS performance during the last episodes of the mission. Originality/value This paper is among the first to use a social network approach to the study of MTS functioning and illustrates how the fluid structure of the MTS alters communication networks, which in turn influence other MTS processes, emergent states and overall performance.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate high-ability team members' knowledge sharing in an environment with both team and individual rewards, and find that individual ability was negatively related to individual knowledge sharing.
Abstract: Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the USA. Findings Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players. Research limitations/implications Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young. Practical implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Social implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing. Originality/value The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.

Journal ArticleDOI
TL;DR: In this article, the authors examined the effects of team diversity on team performance in the Tour de France and found that diversity in terms of tenure significantly adds to team performance, while diversity of skills (proxied by body mass index) decreases performance.
Abstract: Purpose – The aim of this study is to examine the effects of team diversity on team performance in the Tour de France. Design/methodology/approach – Longitudinal data on teams participating in the Tour de France between 2004 and 2013 are used for the empirical analysis (n = 208). Team performance is captured with a standardized measure controlling for the number of riders arriving in Paris. Diversity is measured with the variation coefficient (continuous variables) and the Blau index (categorical variables). Regression analysis is used to analyze diversity effects on team performance. Findings – The results show that diversity in terms of tenure significantly adds to team performance, while diversity in terms of skills (proxied by body mass index) decreases performance. Diversity in terms of age, nationality, language, previous Tour participations and stage wins has no significant effect on team performance. The more teammates arrive in Paris, the better the team’s performance. Practical implications – The findings have implications for team managers and the composition of teams. Managers should employ riders who are heterogeneous regarding tenure and homogeneous regarding skills. While investing in the integration of riders of different nationalities or languages does not pay off, it can be recommended to select riders who are likely to arrive in Paris. Originality/value – The present study adds to the literature by examining diversity in a variety of attributes including human capital, experience and success that are observable in sport.

Journal ArticleDOI
TL;DR: In this article, the authors explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved, and describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way.
Abstract: Purpose This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. Design/methodology/approach An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. Findings The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. Originality/value This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.

Journal ArticleDOI
TL;DR: In this article, the authors explored the relation between diversity in work group members' employment arrangements and the actual performance of the work groups and found that the influence of employment arrangement diversity on work group performance is best represented as variation, and work arrangements diversity is positively correlated with improved work groups performance.
Abstract: Purpose The purpose of this study was to explore the relation between diversity in work group members’ employment arrangements and the actual performance of the work groups. Design/methodology/approach A field study was conducted on 31 work groups in a public plant belonging to the industrial sector that constitute a unique data set. The 441 employees are contracted under four significantly different employment arrangements and are mixed together in heterogeneous work groups, but perform similar tasks. Findings The results indicated that the influence of employment arrangement diversity on work group performance is best represented as variation, and work arrangements diversity is positively correlated with improved work group performance. Research limitations The study design prevented assessment of employees’ opinions. Rather, the authors used objective type of employment arrangements as the basis for calculating diversity as separation. Using mean Euclidean distance as suggested by Harrison and Klein (2007), the authors arbitrarily set the distance between two different employment arrangements as one. Practical implications The research results help in the stages of recruiting, structuring and development and application of necessary work team. Formal emphasis of diversity in work arrangements improves performance. Originality/value To the authors’ knowledge, this is one of the first studies using unique data set analyzing real-life team diversity and performance in the public sector. The research highly contributes to organizational decision-making processes regarding the importance of incorporating non-standard work arrangements in organizations. Management’s implementation of formal diversity seems to alleviate the negative sides of diversity and increases its positive performance effects.

Journal ArticleDOI
TL;DR: In this paper, the authors explore the dynamics of critical problem-solving (CPS) project teams and creativity throughout a project's duration, in a multiple-project environment with consideration of the project's external factors, such as customer situations.
Abstract: Purpose – This paper aims to explore the dynamics of critical problem-solving (CPS) project teams and creativity throughout a project’s duration, in a multiple-project environment with consideration of the project’s external factors, such as customer situations. In addition, behavioural elements of the CPS project – multiple team memberships, cross-understanding and the transactive memory system – will be investigated in a multiple-project environment. Design/methodology/approach – This paper investigates the dynamics of a CPS project team and creativity in a global software support organisation by conducting semi-structured interviews in Japan and Germany. There were 53 interviewees in Japan and 51 in Germany. The results presented in this paper show the outcomes of a qualitative study, specifically focusing on the processes of CPS projects using thematic analysis. In the discussion section, propositions are given based on this research’s findings as well as existing literature to denote future research ...

Journal ArticleDOI
TL;DR: In this article, the authors describe how group dynamics can play out in a traditional classroom setting and reflect on how the author worked with these dynamics from a systems psychodynamic perspective, and suggest how to create conditions for experiential learning in management education.
Abstract: Purpose Based on an experience, the paper aims to describe how group dynamics can play out in a traditional classroom setting and reflect on how the author worked with these dynamics from a systems psychodynamic perspective. Design/methodology/approach The experience involved teaching a two-day module on group dynamics to a class of 35 mature students enrolled in a business school. The author tried to create a space to understand and work with here-and-now dynamics as the module progressed. Findings Frustration grew among the students regarding the time spent on discussion and reflection. The group was split in two, with one subgroup opening up to experiencing and reflecting on the dynamics, whereas the other subgroup grew more frustrated and demanded that the author take up his authority. Apart from attempting to work with the dynamics, the author introduced relevant concepts and theories that could help to understand the dynamics. The group was characterized by an emotional climate of dependency while students projected hitherto unexplored frustrations onto the lecturer. Although the conditions for experiential learning were far from optimal, the group did experience group dynamics and did engage in reviewing their experiences. Learning did take place, although the depth varied among individuals. Originality/value Reflections are provided on the (im)possibilities of learning about group dynamics at business schools. Suggestions are given how to create conditions for experiential learning in management education.

Journal ArticleDOI
TL;DR: In this paper, the authors used macro-level theories based on the equilibrium between the exploration and exploitation of resources in an organisation to examine the association between turnover and performance through the analysis of a professional football (soccer) team in the Premier League, namely, Manchester United Football Club.
Abstract: Purpose This paper aims to use macro-level theories based on the equilibrium between the exploration and exploitation of resources in an organisation to examine the association between turnover and performance through the analysis of a professional football (soccer) team in the Premier League, namely, Manchester United Football Club. Design/methodology/approach This study compiles historical data for 24 seasons of the Premier League between 1984-1985 and 2008-2009. Using these data, the authors define measures of performance and player turnover. Findings The results show the existence of an inverted U-shaped relationship between exploration and exploitation (turnover processes) and group efficiency under certain conditions, such as the number of work systems considered and the period during which the level of turnover is calculated. Originality/value Most research on employee turnover suggests that reductions in turnover have a positive effect on the efficiency of the organisation. However, the present study suggests that worker turnover can be analysed using theories based on the equilibrium between the processes of resource exploitation and exploration, especially for high-performance work groups. These theories predict an inverted U-shaped relationship between turnover and performance, which has been identified through empirical analysis.

Journal ArticleDOI
TL;DR: In this article, the authors investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. And they find that HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB).
Abstract: Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach. A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings. Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications. The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications. HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value. HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.

Journal ArticleDOI
TL;DR: In this article, the authors investigated the effect of decentralization attempts on job autonomy and found that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process.
Abstract: Purpose Decentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success. Design/methodology/approach In total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level. Findings This study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process. Originality/value After decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the effect of childcare demands on the work performance of mothers and investigate the moderating influence of team support on the relationship between childcare demands and employee performance.
Abstract: Purpose – This study aims to investigate the effect of childcare demands on the work performance of mothers. It examines the moderating influence of team support on the relationship between childcare demands and employee performance. Design/methodology/approach – Data were collected from 217 working mothers in various companies in Ghana. Hierarchical linear regression analysis was used to estimate the research model. Findings – The results indicate that childcare demands negatively relate to performance of working mothers at workplace. Further, team support moderates the negative relationship between childcare demands and employee performance such that the relationship is positive and significant. Research limitations/implications – The study adopted a cross-sectional data collection method that prevented casual inferences among the variables. Longitudinal research design will be more beneficial in future research endeavours. Further research should test the influence of personality characteristics of ind...

Journal ArticleDOI
TL;DR: In this article, the authors developed a theoretical model describing how newcomers' team-member exchange (TMX), team identification and workplace loneliness may be affected by existing team members' rejections to newcomers' interpersonal helping behavior (IHB).
Abstract: Purpose This paper aims to develop a theoretical model describing how newcomers’ team-member exchange (TMX), team identification and workplace loneliness may be affected by existing team members’ rejections to the newcomers’ interpersonal helping behavior (IHB). Design/methodology/approach A theoretical analysis was performed. Findings The authors propose the following propositions. First, higher levels of IHB rejections result in lower levels of TMX and team identification and higher levels of workplace loneliness experienced by a newcomer. Second, a newcomer’s TMX mediates the relationship between IHB rejections and the newcomer’s workplace loneliness and team identification. Finally, a newcomer’s team identification mediates the relationship between IHB rejections and the newcomer’s workplace loneliness. Practical implications This theoretical study provides the following managerial implications. First, managers need to proactively implement tactics that help satisfy newcomers’ affiliation needs through the development of strong formal work relationships with existing members. Second, managers are advised to consider the use of tactics that facilitate the development of effective informal relationships between newcomers and existing team members upon the entry of the team. Third, managers need to implement informal social events where newcomers have the opportunity to exhibit their helpful behaviors. Fourth, managers should periodically inform existing team members of some common anxieties and fears of newcomers that are triggered by entering new interpersonal environments. Finally, managers may utilize mentoring programs that help facilitate newcomers’ accurate interpretations of phenomena occurring around them. Originality/value This theoretical study is the first study that examines consequences of IHB rejections in organizations.

Journal ArticleDOI
TL;DR: It is found that knowledge overlap, search width and problem complexity interact to jointly impact the optimal solution in the iterative problem-solving process of teams using majority rule decisions, and that more complex problems require less knowledge overlap.
Abstract: Purpose – This paper aims to evaluate the effect of knowledge overlap, search width and problem complexity on the quality of problem-solving in teams that use the majority rule to aggregate heterogeneous knowledge of the team members. Design/methodology/approach – The paper uses agent-based simulations to model iterative problem-solving by teams. The simulation results are analyzed using linear regressions to show the interactions among the variables in the model. Findings – We find that knowledge overlap, search width and problem complexity interact to jointly impact the optimal solution in the iterative problem-solving process of teams using majority rule decisions. Interestingly, we find that more complex problems require less knowledge overlap. Search width and knowledge overlap act as substitutes, weakening each other’s performance effects. Research limitations/implications – The results suggest that team performance in iterative problem-solving depends on interactions among knowledge overlap, search...