Folding Under Pressure or Rising to the Occasion? Perceived Time Pressure and the Moderating Role of Team Temporal Leadership
TL;DR: In this paper, the authors examined how perceived time pressure affects team processes and subsequent performance under weak versus strong team temporal leadership, and they found that the mediated relationship between time pressure and team performance is non-linear.
Abstract: "Team temporal leadership" orients teams toward managing the time-related aspects of their work. We examine how perceived time pressure affects team processes and subsequent performance under weak versus strong team temporal leadership. The results of our field study of 111 project teams show that the mediated relationship between perceived time pressure and team performance is non-linear. Moreover, this non-linear mediated relationship is moderated by team temporal leadership such that, under strong team temporal leadership, the indirect effect of perceived time pressure on team performance is mostly positive, while, under conditions of weak team temporal leadership, the indirect effect is positive at low levels of perceived time pressure and negative at intermediate to high levels. Implications for current and future time pressure research are also discussed
Citations
More filters
TL;DR: In this article , two dimensions of temporal leadership (relationship-oriented and task-oriented temporal leadership) mitigate the effects of complexity on automotive new product development (NPD) coordination cost through coordination resistance.
Abstract: Coordination cost is a critical management issue in cross-functional automotive new product development (NPD) projects, especially in complex environments. However, the literature has neglected to analyze the specific mechanisms by which coordination costs due to complexity may be reduced. This article examines whether and how two dimensions of temporal leadership reduce the coordination cost caused by complexity. In particular, we argue that two dimensions of temporal leadership, namely relationship-oriented and task-oriented temporal leadership, mitigate the effects of complexity on NPD coordination cost through coordination resistance. Based on survey data from 196 automotive NPD project managers, results show that coordination resistance significantly mediates the relationship between complexity and coordination costs. Relationship- and task-oriented temporal leadership also moderate the relationship between different kinds of project complexity and coordination resistance. When the level of relationship-oriented temporal leadership is high, the effect of organizational complexity on coordination resistance weakens. Contrary to our hypotheses, the effect of technological complexity on coordination resistance is stronger when the level of task-oriented temporal leadership is high, suggesting that the project manager should consider different dimensions of temporal leadership when faced with different complexities.
4 citations
Journal Article•
Abstract: Citing this paper Please note that where the full-text provided on King's Research Portal is the Author Accepted Manuscript or Post-Print version this may differ from the final Published version. If citing, it is advised that you check and use the publisher's definitive version for pagination, volume/issue, and date of publication details. And where the final published version is provided on the Research Portal, if citing you are again advised to check the publisher's website for any subsequent corrections.
4 citations
TL;DR: In this paper, the authors examined the relationship between pacing fit and task performance and helping and voice behaviors and found that pacing fit was positively associated with task performance for early action pacing and deadline action pacing.
Abstract: Drawing on the social entrainment perspective, this study examines the relationship between employee–supervisor pacing fit and employee task performance and helping and voice behaviors. The polynomial regression analyses and response surface tests conducted for 235 employee–supervisor dyads generally supported the proposed fit effect for helping and voice behaviors. Employee helping behavior was higher when both employees and supervisors exhibited an early action pacing style and when both adopted a deadline action pacing style than when there was a misfit. Similarly, employees engaged in more voice behavior when their pacing style matched that of their supervisor than when there was a mismatch. Contrary to our prediction, we detected the main effect of employee pacing style on task performance, such that task performance was higher for employees with an early action pacing style than for those with a deadline action pacing style. Such a differential effect of pacing fit provides a nuanced understanding of the roles of pacing style and alignment in work outcomes.
3 citations
TL;DR: Li et al. as mentioned in this paper examined the relationship between organizational citizenship behavior and counterproductive work behavior in Chinese companies and found that citizenship fatigue mediates the relationship and perceived organizational support moderates the relationship.
Abstract: Previous research about organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) has produced contradictory results. Drawing from the conservation of resources (COR) theory, the present study tries to explain the contradictory findings by examining the curvilinear relationship between OCB and CWB. Using data collected at three time points from 426 employees and 110 supervisors in Chinese companies, data analysis shows that OCB has an inverted U-shaped relationship with CWB. The results also demonstrate that citizenship fatigue mediates the relationship between OCB and CWB, perceived organizational support (POS) moderates the relationship between OCB and citizenship fatigue. In addition, POS moderates the mediating effect of citizenship fatigue in the inverted U-shaped curvilinear relationship between OCB and CWB. This mediating effect is stronger under conditions of low POS than high POS. The findings present a complementary explanation of the conflicting relationships between OCB and CWB.
3 citations
Proceedings Article•
01 Jan 2017TL;DR: This study aims to shed light on existing knowledge on AISD by applying a structured literature review and computer aided analysis consisting of distinct text mining techniques to identify research foci of the past as well as gaps in knowledge.
Abstract: After more than 15 years since the Agile Manifesto and extensive research on agile information system development (AISD), a comprehensive body of knowledge is available and is constantly growing. AISD is considered an effective way for managing ISD projects in environments characterized by rapidly changing requirements. This study aims to shed light on theexisting knowledge on AISD by applying a structured literature review and computer aided analysis consisting of distinct text mining techniques. We plan to analyze a sample of more than 10,000 articles and provide preliminary results of a subset of 327 articles of the Senior Scholars’ Basket and selected conferences. Based on our approach, we are able to (1) evaluate key articles, authors, and journals, (2) analyze the development of AISD research in the last two decades and, most importantly, (3) identifyresearch foci of the past as well as gaps in our knowledge on AISD.
3 citations
Cites background from "Folding Under Pressure or Rising to..."
...In contrast to its peripheral appearance, research acknowledges the importance of not only technical but also social focus (Conboy et al. 2011; Maruping et al. 2015)....
[...]
...…research, ranging from rather technical aspects (e.g., Balijepally et al. 2009) to sociological or psychological factors (e.g., Hong et al. 2011; Maruping et al. 2015) and from an individual level to an organizational level (e.g., Zheng et al. 2011), a clear categorization of existing streams…...
[...]
References
More filters
TL;DR: In this article, the adequacy of the conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice were examined, and the results suggest that, for the ML method, a cutoff value close to.95 for TLI, BL89, CFI, RNI, and G...
Abstract: This article examines the adequacy of the “rules of thumb” conventional cutoff criteria and several new alternatives for various fit indexes used to evaluate model fit in practice. Using a 2‐index presentation strategy, which includes using the maximum likelihood (ML)‐based standardized root mean squared residual (SRMR) and supplementing it with either Tucker‐Lewis Index (TLI), Bollen's (1989) Fit Index (BL89), Relative Noncentrality Index (RNI), Comparative Fit Index (CFI), Gamma Hat, McDonald's Centrality Index (Mc), or root mean squared error of approximation (RMSEA), various combinations of cutoff values from selected ranges of cutoff criteria for the ML‐based SRMR and a given supplemental fit index were used to calculate rejection rates for various types of true‐population and misspecified models; that is, models with misspecified factor covariance(s) and models with misspecified factor loading(s). The results suggest that, for the ML method, a cutoff value close to .95 for TLI, BL89, CFI, RNI, and G...
76,383 citations
"Folding Under Pressure or Rising to..." refers background in this paper
...…factors (the three team processes) and one second-order factor were within acceptable levels (CFI 5 .95, GFI 5 .95, SRMR 5 .06, RMSEA 5 .07) (Hu & Bentler, 1999), thus suggesting that a superordinate team process variable could be computed by averaging scores for the three team processes…...
[...]
TL;DR: In this article, multiple regression is used to test and interpret multiple regression interactions in the context of multiple-agent networks. But it is not suitable for single-agent systems, as discussed in this paper.
Abstract: (1994). Multiple Regression: Testing and Interpreting Interactions. Journal of the Operational Research Society: Vol. 45, No. 1, pp. 119-120.
13,068 citations
"Folding Under Pressure or Rising to..." refers background or methods in this paper
...However, the coefficient on the linear term for time pressure is also negative and significant, suggesting that the inverted U-shape curve has an overall negative trend (Aiken & West, 1991)....
[...]
...In order to reduce possible non-essential multicollinearity, we mean-centered the time pressure variable prior to computing the squared term (Aiken & West, 1991)....
[...]
...…a full inverted U-shape relationship to be supported, the coefficient on the linear term should be nonsignificant and the coefficient on the quadratic term should be negative and significantly different from zero (Aiken & West, 1991). team processes would be moderated by team temporal leadership....
[...]
TL;DR: In this article, the authors describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments.
Abstract: We describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments. The KEYS scales have acceptable factor structures, internal consistencies, test-retest reliabilities, and preliminary convergent and discriminant validity. A construct validity study shows that perceived work environments, as assessed by the KEYS scales, discriminate between high-creativity projects and low-creativity projects; certain scales discriminate more strongly and consistently than others. We discuss the utility of this tool for research and practice.
5,240 citations
TL;DR: A general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis is presented that clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models.
Abstract: Studies that combine moderation and mediation are prevalent in basic and applied psychology research. Typically, these studies are framed in terms of moderated mediation or mediated moderation, both of which involve similar analytical approaches. Unfortunately, these approaches have important shortcomings that conceal the nature of the moderated and the mediated effects under investigation. This article presents a general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis. This framework clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models. The authors empirically illustrate this framework and give step-by-step instructions for estimation and interpretation. They summarize the advantages of their framework over current approaches, explain how it subsumes moderated mediation and mediated moderation, and describe how it can accommodate additional moderator and mediator variables, curvilinear relationships, and structural equation models with latent variables.
3,624 citations
"Folding Under Pressure or Rising to..." refers methods in this paper
...In order to test this hypothesis, we first conducted moderated-mediation analysis following the guidelines of Edwards and Lambert (2007)....
[...]
...In order to test Hypothesis 3, we conducted amoderated-mediation analysis (Edwards & Lambert, 2007) followed by a test of instantaneous indirect effects at varying levels of team temporal leadership (Hayes & Preacher, 2010)....
[...]
TL;DR: This article defines team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork.
Abstract: In this article we examine the meaning of team process. We first define team process in the context of a multiphase episodic framework related to goal accomplishment, arguing that teams are multitasking units that perform multiple processes simultaneously and sequentially to orchestrate goal-directed taskwork. We then advance a taxonomy of team process dimensions synthesized from previous research and theorizing. a taxonomy that reflects our time-based conceptual framework. We conclude with implications for future research and application.
3,015 citations
"Folding Under Pressure or Rising to..." refers background or methods in this paper
...Affect management reflects teams’ efforts to regulate potentially destructive emotions, such as frustration or anger, during mission accomplishment (Marks et al., 2001)....
[...]
...Project teams often perform work that involves multiple tasks that must be managed simultaneously, and each task is made up of multiple, interrelated subtasks (Marks et al., 2001; McGrath, 1991)....
[...]
...Interpersonal processes do not occur in phases and involve team efforts to manage conflict, develop and maintain a sense of collective motivation, and regulate team members’ affect (Marks et al., 2001)....
[...]
...We posit that temporal leadership plays an important role in directing teams’ attention to the need for team processes, defined as task management processes that teams use to handle interdependencies between the multiple tasks for which they are responsible (Marks et al., 2001)....
[...]
...” We posit that temporal leadership plays an important role in directing teams’ attention to the need for team processes, defined as task management processes that teams use to handle interdependencies between the multiple tasks for which they are responsible (Marks et al., 2001)....
[...]