Pub Date : 2023-10-10DOI: 10.1108/tpm-12-2022-0088
Kristin Lebesby, Jos Benders
Purpose This study aims to emphasize the importance of taking into account the perspectives of prospective participants and identifying potential tensions in action research. Design/methodology/approach This paper reflects on a (participatory) action research (AR) project in which the first author was involved as an embedded researcher. The data were gathered through semi-structured interviews, field notes and observed project activities. The authors conducted a thematic analysis. Findings This paper thematically categorized four types of tensions between both groups. These were tensions connected to: internal facilitators giving guidance, project goals, top-down expectations and unfamiliarity with AR working formats. Practical implications Quintessential to AR is giving the less privileged a voice. For this to work, gaining a good understanding of their perspectives is crucial. Originality/value This paper challenges the implicit assumption that prospective participants of AR projects are always willing to participate.
{"title":"“They don’t take notes!” Tensions perceived by first-line workers in an action research project","authors":"Kristin Lebesby, Jos Benders","doi":"10.1108/tpm-12-2022-0088","DOIUrl":"https://doi.org/10.1108/tpm-12-2022-0088","url":null,"abstract":"Purpose This study aims to emphasize the importance of taking into account the perspectives of prospective participants and identifying potential tensions in action research. Design/methodology/approach This paper reflects on a (participatory) action research (AR) project in which the first author was involved as an embedded researcher. The data were gathered through semi-structured interviews, field notes and observed project activities. The authors conducted a thematic analysis. Findings This paper thematically categorized four types of tensions between both groups. These were tensions connected to: internal facilitators giving guidance, project goals, top-down expectations and unfamiliarity with AR working formats. Practical implications Quintessential to AR is giving the less privileged a voice. For this to work, gaining a good understanding of their perspectives is crucial. Originality/value This paper challenges the implicit assumption that prospective participants of AR projects are always willing to participate.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136293014","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-26DOI: 10.1108/tpm-02-2023-0013
SuJin Son, Tae Seok Yang
Purpose The purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust. Design/methodology/approach This study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used. Findings The results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders. Practical implications This study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour. Originality/value The main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.
{"title":"How leader humility influences team reflexivity: a team level analysis","authors":"SuJin Son, Tae Seok Yang","doi":"10.1108/tpm-02-2023-0013","DOIUrl":"https://doi.org/10.1108/tpm-02-2023-0013","url":null,"abstract":"Purpose The purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust. Design/methodology/approach This study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used. Findings The results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders. Practical implications This study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour. Originality/value The main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134884670","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-26DOI: 10.1108/tpm-11-2022-0077
Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell, Luca Pietrantoni
Purpose The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated. Design/methodology/approach Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions. Findings Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high. Research limitations/implications The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas. Practical implications The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance. Originality/value The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.
{"title":"Digital team coaching for workplace communication: longitudinal evaluation of recipients’ perceptions","authors":"Davide Giusino, Marco De Angelis, Rudolf Kubík, Carolyn Axtell, Luca Pietrantoni","doi":"10.1108/tpm-11-2022-0077","DOIUrl":"https://doi.org/10.1108/tpm-11-2022-0077","url":null,"abstract":"Purpose The purpose of this study is to describe the implementation of a digital-based team coaching intervention aimed at improving team communication in the workplace through social network visualization. The study examined recipients’ perceptions of the intervention at two time points and assessed the temporal stability of various factors, including the intervention’s integrity, design, transferability, acceptance and the usability of the adopted visualization tool. The moderating role of digital usability was also evaluated. Design/methodology/approach Four team coaching sessions were delivered to 62 participants from seven teams across three departments within a large public health-care organization in Northern Italy. Perceptions of the intervention dimensions were collected after the second and fourth sessions. Findings Results indicated that, at both time points, recipients appreciated the intervention’s integrity and usability more than its design, transferability and acceptance. Furthermore, no significant changes in recipients’ perceptions were observed over time. The transferability of the intervention was significantly associated with its acceptance, but only when the usability of the digital tool was high. Research limitations/implications The study enriches existing literature on digital interventions in group communication by focusing on process dimensions like recipients’ perceptions of various aspects and the implementation process. Furthermore, the study underscores the potential of integrating specific techniques such as sociomapping and coaching within health-care organizations, encouraging more research and development in these areas. Practical implications The study emphasizes the critical role of usability and integrity in digital-based team coaching interventions, suggesting that high-quality, user-friendly tools not only lead to initial effectiveness but also sustain positive impacts over time, while also increasing transferability and acceptance. Originality/value The present study uniquely deploys a longitudinal approach to examine recipients’ perceptions of a digital-based intervention that combines social network visualization and team coaching to enhance team communication.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134884045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-18DOI: 10.1108/TPM-01-2021-0005
Yejun Zhang, M. Wan
Purpose Psychological safety climate has been commonly conceptualized as a facilitative team property. Despite the literature review and meta-analysis conducted recently, little is known about the potential dark side of psychological safety climate. The purpose of this paper is to develop a theoretical framework to advance our understanding of both the bright and dark sides of psychological safety. Design/methodology/approach Drawing on extant theories and previous literature, the authors propose a conceptual framework of the mechanisms and boundary conditions underlying the relationship between psychological safety climate and dysfunctional team behavior. Findings The authors propose that the relationship between psychological safety climate and dysfunctional behaviors in the team is directly contingent on psychological safety climate strength, and indirectly contingent on task interdependence, group faultlines, group conflict asymmetry and team power distance differentiation. Originality/value First, the authors attempt to expand psychological safety climate literature by considering its potential damaging outcomes. Second, they contribute to the theory of psychological safety climate by suggesting a theoretical model consisting of the boundary conditions wherein psychological safety climate could reduce team effectiveness. Finally, the authors incorporate climate strength into the psychological safety literature to probe the antecedents of psychological safety climate strength and when it matters to the subsequent negative outcomes.
{"title":"The double-edged sword effect of psychological safety climate: a theoretical framework","authors":"Yejun Zhang, M. Wan","doi":"10.1108/TPM-01-2021-0005","DOIUrl":"https://doi.org/10.1108/TPM-01-2021-0005","url":null,"abstract":"\u0000Purpose\u0000Psychological safety climate has been commonly conceptualized as a facilitative team property. Despite the literature review and meta-analysis conducted recently, little is known about the potential dark side of psychological safety climate. The purpose of this paper is to develop a theoretical framework to advance our understanding of both the bright and dark sides of psychological safety.\u0000\u0000\u0000Design/methodology/approach\u0000Drawing on extant theories and previous literature, the authors propose a conceptual framework of the mechanisms and boundary conditions underlying the relationship between psychological safety climate and dysfunctional team behavior.\u0000\u0000\u0000Findings\u0000The authors propose that the relationship between psychological safety climate and dysfunctional behaviors in the team is directly contingent on psychological safety climate strength, and indirectly contingent on task interdependence, group faultlines, group conflict asymmetry and team power distance differentiation.\u0000\u0000\u0000Originality/value\u0000First, the authors attempt to expand psychological safety climate literature by considering its potential damaging outcomes. Second, they contribute to the theory of psychological safety climate by suggesting a theoretical model consisting of the boundary conditions wherein psychological safety climate could reduce team effectiveness. Finally, the authors incorporate climate strength into the psychological safety literature to probe the antecedents of psychological safety climate strength and when it matters to the subsequent negative outcomes.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42006174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-01DOI: 10.1108/TPM-05-2020-0039
F. Gökgöz, Engin Yalçın
Purpose World Cup tournament is one of the most popular international organizations in football. The purpose of this paper is to investigate the overall performance of World Cup 2018 teams via multi-criteria decision-making (MCDM) approaches. Design/methodology/approach The presented approach adopts entropy integrated Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) and Weighted Aggregated Sum Product Assessment (WASPAS) approaches to weight the criteria and evaluate the performance of World Cup 2018 teams. Initially, the authors compute weight criteria via Shannon Entropy method. Then, the authors compute and compare the results of TOPSIS and WASPAS methods so as to evaluate the performance of World Cup 2018 teams. Findings According to TOPSIS and WASPAS results, Belgium has demonstrated better performance in comparison to other teams. As per to the empirical results, both methods have shown a significant harmony in terms of performance figures. There is also strong positive correlation between TOPSIS and WASPAS method results. This result confirms the stability of the analysis. Originality/value This paper contributes to sport performance management literature by using MCDM methods in FIFA World Cup 2018 teams. To the best of the authors’ knowledge, this is the first paper to measure performance of an international football organization via MCDM methods.
{"title":"A comparative multi criteria decision analysis of football teams: evidence on FIFA world cup","authors":"F. Gökgöz, Engin Yalçın","doi":"10.1108/TPM-05-2020-0039","DOIUrl":"https://doi.org/10.1108/TPM-05-2020-0039","url":null,"abstract":"\u0000Purpose\u0000World Cup tournament is one of the most popular international organizations in football. The purpose of this paper is to investigate the overall performance of World Cup 2018 teams via multi-criteria decision-making (MCDM) approaches.\u0000\u0000\u0000Design/methodology/approach\u0000The presented approach adopts entropy integrated Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) and Weighted Aggregated Sum Product Assessment (WASPAS) approaches to weight the criteria and evaluate the performance of World Cup 2018 teams. Initially, the authors compute weight criteria via Shannon Entropy method. Then, the authors compute and compare the results of TOPSIS and WASPAS methods so as to evaluate the performance of World Cup 2018 teams.\u0000\u0000\u0000Findings\u0000According to TOPSIS and WASPAS results, Belgium has demonstrated better performance in comparison to other teams. As per to the empirical results, both methods have shown a significant harmony in terms of performance figures. There is also strong positive correlation between TOPSIS and WASPAS method results. This result confirms the stability of the analysis.\u0000\u0000\u0000Originality/value\u0000This paper contributes to sport performance management literature by using MCDM methods in FIFA World Cup 2018 teams. To the best of the authors’ knowledge, this is the first paper to measure performance of an international football organization via MCDM methods.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"27 1","pages":"177-191"},"PeriodicalIF":1.7,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47969043","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-11DOI: 10.1108/TPM-11-2020-0096
P. Dussart, L. V. Oortmerssen, Bé Albronda
The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.,This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.,The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.,The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.,Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.,By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.
{"title":"Perspectives on knowledge integration in cross-functional teams in information systems development","authors":"P. Dussart, L. V. Oortmerssen, Bé Albronda","doi":"10.1108/TPM-11-2020-0096","DOIUrl":"https://doi.org/10.1108/TPM-11-2020-0096","url":null,"abstract":"The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.,This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.,The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.,The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.,Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.,By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42488598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-08DOI: 10.1108/TPM-11-2020-0095
V. Sessa, Jessica Francavilla, M. London, M. Wanamaker
Purpose Multi-team systems (MTSs) are expected to respond effectively to complex challenges while remaining responsive and adaptable and preserving inter-team linking mechanisms. The leadership team of an MTS is expected to configure and reconfigure component teams to meet the unique needs of each situation and perform. How do they learn to do this? This paper, using a recent MTS learning theory as a basis, aims to begin to understand how MTSs learn and stimulate ideas for future research. Design/methodology/approach The authors use two case studies to address research questions. The first case was a snapshot in time, while the second case occurred over several months. Interviews, documents and participant observation were the data sources. Findings As suggested by theory, findings support the idea that learning triggers, the timing of the triggers and readiness to learn (RtL) affect the type of learning process that emerges. The cases showed examples of adaptive and generative team learning. Strong and clear triggers, occurring during performance episodes, led to adaptive learning. When RtL was high and triggers occurred during hiatus periods, the associated learning process was generative. Originality/value Using an available theoretical model and case studies, the research describes how MTS readiness to learn and triggers for learning affect MTS learning processes and how learning outcomes became codified in the knowledge base or structure of the MTS. This provides a framework for subsequent qualitative and quantitative research.
{"title":"Learning in multi-team systems: a qualitative study of learning triggers, readiness to learn and learning processes","authors":"V. Sessa, Jessica Francavilla, M. London, M. Wanamaker","doi":"10.1108/TPM-11-2020-0095","DOIUrl":"https://doi.org/10.1108/TPM-11-2020-0095","url":null,"abstract":"\u0000Purpose\u0000Multi-team systems (MTSs) are expected to respond effectively to complex challenges while remaining responsive and adaptable and preserving inter-team linking mechanisms. The leadership team of an MTS is expected to configure and reconfigure component teams to meet the unique needs of each situation and perform. How do they learn to do this? This paper, using a recent MTS learning theory as a basis, aims to begin to understand how MTSs learn and stimulate ideas for future research.\u0000\u0000\u0000Design/methodology/approach\u0000The authors use two case studies to address research questions. The first case was a snapshot in time, while the second case occurred over several months. Interviews, documents and participant observation were the data sources.\u0000\u0000\u0000Findings\u0000As suggested by theory, findings support the idea that learning triggers, the timing of the triggers and readiness to learn (RtL) affect the type of learning process that emerges. The cases showed examples of adaptive and generative team learning. Strong and clear triggers, occurring during performance episodes, led to adaptive learning. When RtL was high and triggers occurred during hiatus periods, the associated learning process was generative.\u0000\u0000\u0000Originality/value\u0000Using an available theoretical model and case studies, the research describes how MTS readiness to learn and triggers for learning affect MTS learning processes and how learning outcomes became codified in the knowledge base or structure of the MTS. This provides a framework for subsequent qualitative and quantitative research.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45853393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-26DOI: 10.1108/TPM-03-2020-0021
Anthony D. Nikias, Aida Sy
Purpose The purpose of this paper is to examine whether managers punish more and work harder in teams with peer monitoring when it is less costly to punish in a two-period, one-shot horizon. Design/methodology/approach An experiment is conducted in a two-period horizon with two treatments. The structure of performance measures makes it costless or costly to punish in the second period. Findings The results find punishing, contingent on first-period strategies, was significantly greater when it was costless compared to costly, as expected. Working, which is analogous to cooperating in prisoner dilemma games, was also significantly greater in the first and second periods when punishing was costless. Practical implications This paper is informative about the potential benefits of performance measures in dynamic team environments, which can be challenging and costly to develop. It adds insight into the design of self-discipline and tasks in teams which might help increase productivity. Originality/value This paper is related to the research on indefinite horizons, which attributes increases in cooperation to the existence of subgame perfect strategies to cooperate and potential gains from future cooperation. In comparison, this study examines the effects of the existence of subgame perfect strategies to work in isolation from the potential gains from future interactions. In addition, it examines whether their potential benefits depend on the cost of punishing when punishing is subgame perfect in a one-shot horizon.
{"title":"Mutual monitoring in multi-period teams: an experimental investigation","authors":"Anthony D. Nikias, Aida Sy","doi":"10.1108/TPM-03-2020-0021","DOIUrl":"https://doi.org/10.1108/TPM-03-2020-0021","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine whether managers punish more and work harder in teams with peer monitoring when it is less costly to punish in a two-period, one-shot horizon.\u0000\u0000\u0000Design/methodology/approach\u0000An experiment is conducted in a two-period horizon with two treatments. The structure of performance measures makes it costless or costly to punish in the second period.\u0000\u0000\u0000Findings\u0000The results find punishing, contingent on first-period strategies, was significantly greater when it was costless compared to costly, as expected. Working, which is analogous to cooperating in prisoner dilemma games, was also significantly greater in the first and second periods when punishing was costless.\u0000\u0000\u0000Practical implications\u0000This paper is informative about the potential benefits of performance measures in dynamic team environments, which can be challenging and costly to develop. It adds insight into the design of self-discipline and tasks in teams which might help increase productivity.\u0000\u0000\u0000Originality/value\u0000This paper is related to the research on indefinite horizons, which attributes increases in cooperation to the existence of subgame perfect strategies to cooperate and potential gains from future cooperation. In comparison, this study examines the effects of the existence of subgame perfect strategies to work in isolation from the potential gains from future interactions. In addition, it examines whether their potential benefits depend on the cost of punishing when punishing is subgame perfect in a one-shot horizon.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"1 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41734103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-19DOI: 10.1108/TPM-07-2020-0058
A. Pastra, D. Koufopoulos, Nikola Samac, Tafsir Johansson
Purpose This study aims to understand the relationship between behavioral integration in the boardroom and board performance. Design/methodology/approach The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom. Findings The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board). Research limitations/implications Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally. Practical implications For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team. Social implications Team’s conversational environment has crucial impact on team outcomes. Originality/value This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.
{"title":"Behavioral integration in the boardroom","authors":"A. Pastra, D. Koufopoulos, Nikola Samac, Tafsir Johansson","doi":"10.1108/TPM-07-2020-0058","DOIUrl":"https://doi.org/10.1108/TPM-07-2020-0058","url":null,"abstract":"\u0000Purpose\u0000This study aims to understand the relationship between behavioral integration in the boardroom and board performance.\u0000\u0000\u0000Design/methodology/approach\u0000The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom.\u0000\u0000\u0000Findings\u0000The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board).\u0000\u0000\u0000Research limitations/implications\u0000Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally.\u0000\u0000\u0000Practical implications\u0000For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team.\u0000\u0000\u0000Social implications\u0000Team’s conversational environment has crucial impact on team outcomes.\u0000\u0000\u0000Originality/value\u0000This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46306869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-16DOI: 10.1108/tpm-07-2020-0060
Zikai Zhou, P. Pazos
The purpose of this study is to evaluate the roles of team mental models (TMMs) and backup behaviors for teams operating under emergent and dynamic situations. Specifically, the authors used a biased-corrected bootstrapping approach to assess the mediation effects of backup behaviors between the similarity of TMMs and team performance.,TMMs are a representation of the common understanding and beliefs in terms of task requirements or teamwork skills among different team members. It has wide implementations in various teams that are required to adapt quickly to an emergent and dynamic environment. The construct of TMMs has been studied extensively in previous literature, indicating a strong relationship between TMMs and team performance. However, how TMMs affect team performance under emergent and dynamic situations is only partially understood.,The findings of this study suggest that the similarity of task-focused mental models positively affects team performance through the mediation effects of backup behaviors. In contrast, the similarity of team-focused mental models does not positively affect backup behaviors and team performance.,This study contributes to the TMMs literature by investigating how teams perform in an emergent and dynamic environment. It not only provides theoretical support to the similarity of TMMs–backup behaviors–team performance relationships but has important implications in terms of team training and decision-making for teams operating under such conditions.
{"title":"How teams perform under emergent and dynamic situations: the roles of mental models and backup behaviors","authors":"Zikai Zhou, P. Pazos","doi":"10.1108/tpm-07-2020-0060","DOIUrl":"https://doi.org/10.1108/tpm-07-2020-0060","url":null,"abstract":"The purpose of this study is to evaluate the roles of team mental models (TMMs) and backup behaviors for teams operating under emergent and dynamic situations. Specifically, the authors used a biased-corrected bootstrapping approach to assess the mediation effects of backup behaviors between the similarity of TMMs and team performance.,TMMs are a representation of the common understanding and beliefs in terms of task requirements or teamwork skills among different team members. It has wide implementations in various teams that are required to adapt quickly to an emergent and dynamic environment. The construct of TMMs has been studied extensively in previous literature, indicating a strong relationship between TMMs and team performance. However, how TMMs affect team performance under emergent and dynamic situations is only partially understood.,The findings of this study suggest that the similarity of task-focused mental models positively affects team performance through the mediation effects of backup behaviors. In contrast, the similarity of team-focused mental models does not positively affect backup behaviors and team performance.,This study contributes to the TMMs literature by investigating how teams perform in an emergent and dynamic environment. It not only provides theoretical support to the similarity of TMMs–backup behaviors–team performance relationships but has important implications in terms of team training and decision-making for teams operating under such conditions.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"27 1","pages":"114-129"},"PeriodicalIF":1.7,"publicationDate":"2021-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43218446","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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