Pub Date : 2021-03-08DOI: 10.1108/TPM-11-2020-0093
A. Pastra, D. Koufopoulos, Vasiliki D. Skintzi, Tafsir Johansson, Nikola Samac
Purpose This paper aims to understand the relationship between the trust of executives in their board, board effectiveness (board performance and strategic decision quality) and organizational performance (financial and operational performance). Design/methodology/approach Data were collected from 184 board members in the Nordic region, using cross-sectional research design. Confirmatory factor analysis was used to test the validity of the used scales, whereas correlational analysis and mediation analysis via PROCESS macro in SPSS were used for testing of the hypotheses. Findings Trust between board members is positively correlated with both dimensions of board effectiveness and both tested dimensions of organizational performance. Besides, trust between the board members positively affects both financial and operational performance (significant total effects in mediation analysis). However, trust had a direct effect only on financial performance, whereas it shows an indirect effect on operational performance through both mediators, board performance and strategic decision quality. Research limitations/implications Future research should investigate trust into the board using a longitudinal design, and expand the sample cross-culturally, and control for the influence of other interpersonal variables in board members. Practical implications The development of trust in work relationships serves as the foundation for the establishment of significant team and organizational benefits. Business leaders should take into consideration trust issues in business teams and cultivate a trust culture in their organizations. Social implications The findings advance theoretical, social and empirical understanding of trust of executives in their board and its effect on board performance, strategic decision quality and perceived performance. The development of trust in work relationships enhances team performance, networks with strategic partners, community and government, and serves as the foundation for the establishment of trust in the society. Originality/value This is one of the scarce studies that examines direct and indirect effects of trust in board and organizational outcomes.
{"title":"Exploring trust in the boardroom: the case of Nordic region","authors":"A. Pastra, D. Koufopoulos, Vasiliki D. Skintzi, Tafsir Johansson, Nikola Samac","doi":"10.1108/TPM-11-2020-0093","DOIUrl":"https://doi.org/10.1108/TPM-11-2020-0093","url":null,"abstract":"\u0000Purpose\u0000This paper aims to understand the relationship between the trust of executives in their board, board effectiveness (board performance and strategic decision quality) and organizational performance (financial and operational performance).\u0000\u0000\u0000Design/methodology/approach\u0000Data were collected from 184 board members in the Nordic region, using cross-sectional research design. Confirmatory factor analysis was used to test the validity of the used scales, whereas correlational analysis and mediation analysis via PROCESS macro in SPSS were used for testing of the hypotheses.\u0000\u0000\u0000Findings\u0000Trust between board members is positively correlated with both dimensions of board effectiveness and both tested dimensions of organizational performance. Besides, trust between the board members positively affects both financial and operational performance (significant total effects in mediation analysis). However, trust had a direct effect only on financial performance, whereas it shows an indirect effect on operational performance through both mediators, board performance and strategic decision quality.\u0000\u0000\u0000Research limitations/implications\u0000Future research should investigate trust into the board using a longitudinal design, and expand the sample cross-culturally, and control for the influence of other interpersonal variables in board members.\u0000\u0000\u0000Practical implications\u0000The development of trust in work relationships serves as the foundation for the establishment of significant team and organizational benefits. Business leaders should take into consideration trust issues in business teams and cultivate a trust culture in their organizations.\u0000\u0000\u0000Social implications\u0000The findings advance theoretical, social and empirical understanding of trust of executives in their board and its effect on board performance, strategic decision quality and perceived performance. The development of trust in work relationships enhances team performance, networks with strategic partners, community and government, and serves as the foundation for the establishment of trust in the society.\u0000\u0000\u0000Originality/value\u0000This is one of the scarce studies that examines direct and indirect effects of trust in board and organizational outcomes.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"1 1","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62441283","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 : 2021-02-22DOI: 10.1108/TPM-10-2020-0091
S. Schruijer
The purpose of this study is to explore whether a group dynamics perspective still exists in the scientific study of groups and what factors may account for the current situation.,Alongside reflections based on my professional experience, I have analyzed the main academic journals that publish group research.,A group dynamics perspective is almost totally absent in the scientific study of groups. Contributing factors to this state of affairs are disciplinary developments in psychology (e.g. individualization, experimentalization and specialization), the demise of the status of psychoanalysis, changes in the meaning and manifestation of the “group,” and effects of New Public Management.,The study offers a critical perspective on current group research practices and considers these in a larger (social and historical) context. It advocates a group dynamics perspective for the study of groups, based on systems-psychodynamic insights.
{"title":"Whatever happened to group dynamics in the scientific study of groups?","authors":"S. Schruijer","doi":"10.1108/TPM-10-2020-0091","DOIUrl":"https://doi.org/10.1108/TPM-10-2020-0091","url":null,"abstract":"The purpose of this study is to explore whether a group dynamics perspective still exists in the scientific study of groups and what factors may account for the current situation.,Alongside reflections based on my professional experience, I have analyzed the main academic journals that publish group research.,A group dynamics perspective is almost totally absent in the scientific study of groups. Contributing factors to this state of affairs are disciplinary developments in psychology (e.g. individualization, experimentalization and specialization), the demise of the status of psychoanalysis, changes in the meaning and manifestation of the “group,” and effects of New Public Management.,The study offers a critical perspective on current group research practices and considers these in a larger (social and historical) context. It advocates a group dynamics perspective for the study of groups, based on systems-psychodynamic insights.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48417556","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 : 2021-02-11DOI: 10.1108/TPM-07-2020-0066
M. Zaharie
Purpose Building on the complex adaptive systems (CAS) framework, this paper aims to investigate the detrimental effect of virtual teams’ (VTs) challenges and the upholding role of trust on the members’ ratings of VTs’ performance. Also, the study examines the mediating role of the preferences for VTs and investigates the moderating function of the openness to experience personality trait on the relationship between challenges, trust and preference for VTs. Design/methodology/approach Cross-sectional survey data were collected from a sample of 498 university students in Romania and path analysis was used for data analysis. Findings The results show evidence of the harmful effect of VTs’ challenges on members’ ratings of VTs’ performance and reveal that trust boosts members’ ratings of VTs’ performance. The findings highlight the mediating role of members’ preference for VTs and show evidence that the openness to experience personality trait strengthens the negative effect of the challenges on members’ preference for VTs. Research limitations/implications Given the cross-sectional design of the study, inferences regarding the causal relationship between the variables cannot be made, and further longitudinal research is called for. Originality/value The study builds on the CAS framework and addresses the call for research to explore the variables that might contribute or impede VTs’ performance.
{"title":"Challenges, trust and performance in virtual teams: examining the role of openness to experience and preference for virtual teams","authors":"M. Zaharie","doi":"10.1108/TPM-07-2020-0066","DOIUrl":"https://doi.org/10.1108/TPM-07-2020-0066","url":null,"abstract":"\u0000Purpose\u0000Building on the complex adaptive systems (CAS) framework, this paper aims to investigate the detrimental effect of virtual teams’ (VTs) challenges and the upholding role of trust on the members’ ratings of VTs’ performance. Also, the study examines the mediating role of the preferences for VTs and investigates the moderating function of the openness to experience personality trait on the relationship between challenges, trust and preference for VTs.\u0000\u0000\u0000Design/methodology/approach\u0000Cross-sectional survey data were collected from a sample of 498 university students in Romania and path analysis was used for data analysis.\u0000\u0000\u0000Findings\u0000The results show evidence of the harmful effect of VTs’ challenges on members’ ratings of VTs’ performance and reveal that trust boosts members’ ratings of VTs’ performance. The findings highlight the mediating role of members’ preference for VTs and show evidence that the openness to experience personality trait strengthens the negative effect of the challenges on members’ preference for VTs.\u0000\u0000\u0000Research limitations/implications\u0000Given the cross-sectional design of the study, inferences regarding the causal relationship between the variables cannot be made, and further longitudinal research is called for.\u0000\u0000\u0000Originality/value\u0000The study builds on the CAS framework and addresses the call for research to explore the variables that might contribute or impede VTs’ performance.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43585816","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 : 2021-02-09DOI: 10.1108/TPM-05-2020-0042
Bryan L. Rogers, Laura T. Madden, L. Grubb, Joy H. Karriker
The purpose of this study is to extend the current understanding of virtual team (VT) workers’ willingness to continue working in VTs and the forces driving their affective reactions to teamwork. Specifically, this paper applies the input-mediator-output-input (IMOI) literature to investigate the influence of workers’ perceptions of their peers’ skills and peers’ interactions on perceptions of the teamwork process and subsequent affective reactions.,This paper draws on a sample of 997 virtual and face-to-face (FtF) students embedded in 242 project teams to test the hypotheses using multi-group comparisons in structural equation modeling (SEM).,Results support the assertion that team processes are essential in translating team skills and interactions into satisfaction with the team. Further, this paper finds that skills are more influential on teammate satisfaction for FtFs than they are for VTs; and, conversely, that VTs’ interactions are more pivotal regarding teammate satisfaction through VT processes than they are in FtFs.,The effort contributes to the IMOI literature by showing how teams overcome virtuality to perform effectively and how team-embedded members react differently across VT and FtF contexts.,These findings are particularly notable given that prior research has suggested VT performance may not be contingent on social bonds within the team. Although this is possibly true for performance, the findings suggest that social interactions are, in fact, crucial to teams’ affective reactions.
{"title":"Shouting across the digital divide: the import of social interactions in virtual teams","authors":"Bryan L. Rogers, Laura T. Madden, L. Grubb, Joy H. Karriker","doi":"10.1108/TPM-05-2020-0042","DOIUrl":"https://doi.org/10.1108/TPM-05-2020-0042","url":null,"abstract":"The purpose of this study is to extend the current understanding of virtual team (VT) workers’ willingness to continue working in VTs and the forces driving their affective reactions to teamwork. Specifically, this paper applies the input-mediator-output-input (IMOI) literature to investigate the influence of workers’ perceptions of their peers’ skills and peers’ interactions on perceptions of the teamwork process and subsequent affective reactions.,This paper draws on a sample of 997 virtual and face-to-face (FtF) students embedded in 242 project teams to test the hypotheses using multi-group comparisons in structural equation modeling (SEM).,Results support the assertion that team processes are essential in translating team skills and interactions into satisfaction with the team. Further, this paper finds that skills are more influential on teammate satisfaction for FtFs than they are for VTs; and, conversely, that VTs’ interactions are more pivotal regarding teammate satisfaction through VT processes than they are in FtFs.,The effort contributes to the IMOI literature by showing how teams overcome virtuality to perform effectively and how team-embedded members react differently across VT and FtF contexts.,These findings are particularly notable given that prior research has suggested VT performance may not be contingent on social bonds within the team. Although this is possibly true for performance, the findings suggest that social interactions are, in fact, crucial to teams’ affective reactions.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"27 1","pages":"1-14"},"PeriodicalIF":1.7,"publicationDate":"2021-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47258861","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 : 2021-02-08DOI: 10.1108/TPM-02-2020-0014
Nattaya Chamtitigul, Weining Li
Purpose The purpose of this paper is to examine the effect of team learning processes (information acquisition, information processing and information storage and retrieval) on team performance in software development projects and to assess the effect of ethical leadership and its influence on these processes. Design/methodology/approach The authors examined 354 software development project teams in Thailand. A quantitative study was conducted through a Web-based survey, with structural equation modelling used to test the hypotheses. Findings The results of this study revealed that ethical leadership is positively correlated with the team learning processes of information acquisition, information processing and information storage and retrieval. However, only information processing and information storage and retrieval are positively related to team performance. The results indicate that ethical leadership has a positive direct effect on team performance. The results also show that the positive relationship between ethical leadership and team performance is partially mediated by team learning processes, namely, information processing and information storage and retrieval. Research limitations/implications This study highlights the importance of ethical leadership and guides managers towards considering the characteristics of both ethical leadership and team learning processes for enhancing team performance in software development projects. Originality/value This is the first study to the best of authors’ knowledge to examine the role of team learning processes in mediating the relationship between ethical leadership and team performance, particularly concerning software development projects. The present research contributes to the literature on team performance management, emphasising the manner in which ethical leadership can result in team learning and team performance. The findings of this study can be used to encourage organisations to develop ethical leadership behaviours and team learning processes in software development projects.
{"title":"The influence of ethical leadership and team learning on team performance in software development projects","authors":"Nattaya Chamtitigul, Weining Li","doi":"10.1108/TPM-02-2020-0014","DOIUrl":"https://doi.org/10.1108/TPM-02-2020-0014","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to examine the effect of team learning processes (information acquisition, information processing and information storage and retrieval) on team performance in software development projects and to assess the effect of ethical leadership and its influence on these processes.\u0000\u0000\u0000Design/methodology/approach\u0000The authors examined 354 software development project teams in Thailand. A quantitative study was conducted through a Web-based survey, with structural equation modelling used to test the hypotheses.\u0000\u0000\u0000Findings\u0000The results of this study revealed that ethical leadership is positively correlated with the team learning processes of information acquisition, information processing and information storage and retrieval. However, only information processing and information storage and retrieval are positively related to team performance. The results indicate that ethical leadership has a positive direct effect on team performance. The results also show that the positive relationship between ethical leadership and team performance is partially mediated by team learning processes, namely, information processing and information storage and retrieval.\u0000\u0000\u0000Research limitations/implications\u0000This study highlights the importance of ethical leadership and guides managers towards considering the characteristics of both ethical leadership and team learning processes for enhancing team performance in software development projects.\u0000\u0000\u0000Originality/value\u0000This is the first study to the best of authors’ knowledge to examine the role of team learning processes in mediating the relationship between ethical leadership and team performance, particularly concerning software development projects. The present research contributes to the literature on team performance management, emphasising the manner in which ethical leadership can result in team learning and team performance. The findings of this study can be used to encourage organisations to develop ethical leadership behaviours and team learning processes in software development projects.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2021-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43413743","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 : 2021-02-03DOI: 10.1108/TPM-03-2020-0018
Eleni Georganta, C. Burke, S. Merk, Franziska Mann
Purpose The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so, this effort responds to the call for examining the temporal and dynamic aspects of teams. Design/methodology/approach Data (i.e. observations and audio recordings) was collected from the stand-up meetings of three high-performing Scrum teams across six points in time during two consecutive performance episodes (i.e. beginning, midpoint, end). After content coding the data, lag sequential analyses was used to examine patterns of executed team processes to determine whether particular process-sequences occurred significantly different from others. Findings Teams shifted between transition and action phase processes during performance episodes. During and across performance episodes, process-sequences primarily consisted of transition processes. When teams executed process-sequences consisting solely of action phase processes, their focus was on monitoring processes. Research limitations/implications This study hopes that the findings here will serve to spur researchers to more fully investigate the relationship between process-sequences and team performance across various team types. However, limitations (e.g. small sample size, unknown point of teams’ life cycle and focus on explicit team processes) should be taken into account when building on the present findings. Originality/value This study contributes to a better understanding of the temporal and dynamic nature of team processes by analyzing how the team process and process-sequences occur across time. In addition, this study moves beyond most studies that assess team processes as static retrospective perceptions and consider their natural ordering.
{"title":"Understanding how team process-sequences emerge over time and their relationship to team performance","authors":"Eleni Georganta, C. Burke, S. Merk, Franziska Mann","doi":"10.1108/TPM-03-2020-0018","DOIUrl":"https://doi.org/10.1108/TPM-03-2020-0018","url":null,"abstract":"\u0000Purpose\u0000The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so, this effort responds to the call for examining the temporal and dynamic aspects of teams.\u0000\u0000\u0000Design/methodology/approach\u0000Data (i.e. observations and audio recordings) was collected from the stand-up meetings of three high-performing Scrum teams across six points in time during two consecutive performance episodes (i.e. beginning, midpoint, end). After content coding the data, lag sequential analyses was used to examine patterns of executed team processes to determine whether particular process-sequences occurred significantly different from others.\u0000\u0000\u0000Findings\u0000Teams shifted between transition and action phase processes during performance episodes. During and across performance episodes, process-sequences primarily consisted of transition processes. When teams executed process-sequences consisting solely of action phase processes, their focus was on monitoring processes.\u0000\u0000\u0000Research limitations/implications\u0000This study hopes that the findings here will serve to spur researchers to more fully investigate the relationship between process-sequences and team performance across various team types. However, limitations (e.g. small sample size, unknown point of teams’ life cycle and focus on explicit team processes) should be taken into account when building on the present findings.\u0000\u0000\u0000Originality/value\u0000This study contributes to a better understanding of the temporal and dynamic nature of team processes by analyzing how the team process and process-sequences occur across time. In addition, this study moves beyond most studies that assess team processes as static retrospective perceptions and consider their natural ordering.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"27 1","pages":"159-174"},"PeriodicalIF":1.7,"publicationDate":"2021-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41455884","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}
Purpose This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap). Design/methodology/approach This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2. Findings Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap. Practical implications This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB. Originality/value This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.
{"title":"Job crafting and psychological capital: a multi-level study of their effects on innovative work behaviour","authors":"Jin-feng Uen, Rama Krishna Kishore Vandavasi, Kun Lee, Prasanthi Yepuru, Vipin Saini","doi":"10.1108/TPM-08-2020-0068","DOIUrl":"https://doi.org/10.1108/TPM-08-2020-0068","url":null,"abstract":"\u0000Purpose\u0000This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).\u0000\u0000\u0000Design/methodology/approach\u0000This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2.\u0000\u0000\u0000Findings\u0000Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap.\u0000\u0000\u0000Practical implications\u0000This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB.\u0000\u0000\u0000Originality/value\u0000This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"27 1","pages":"145-158"},"PeriodicalIF":1.7,"publicationDate":"2021-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42231905","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 : 2021-01-04DOI: 10.1108/tpm-06-2020-0047
S. J. Solomon, John Harrison Batcherlor
Purpose This study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance. Design/methodology/approach This study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes. Findings The findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks. Research limitations/implications Due to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes. Practical implications This study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence. Originality/value This paper provides a direct test of the efficacy debate at the team level.
{"title":"Vain or able? Strong inference and the efficacy debate","authors":"S. J. Solomon, John Harrison Batcherlor","doi":"10.1108/tpm-06-2020-0047","DOIUrl":"https://doi.org/10.1108/tpm-06-2020-0047","url":null,"abstract":"\u0000Purpose\u0000This study aims to address the efficacy debate by exploring the nature of how prior team level performance affects future performance. That is, the purpose of this study is to understand whether or not the boost of efficacy associated with success leads to overconfidence that harms performance or to motivation that enhances performance.\u0000\u0000\u0000Design/methodology/approach\u0000This study used a quantitative approach to test competing hypotheses derived from both social cognitive theory and control theory. Specifically, the study made use of archival National Football League data, containing 5,120 longitudinal team level observations. This paper uses multi-level modeling to analyze how prior team level performance affected future performance episodes.\u0000\u0000\u0000Findings\u0000The findings of this study suggest that prior success leads to overconfidence which ultimately harms future team performance. Therefore, the findings support control theory in favor of the social cognitive theory. However, this study finds that the detrimental effects of overconfidence could be offset by monitoring and work breaks.\u0000\u0000\u0000Research limitations/implications\u0000Due to the nature of the archival data source, it was not possible to directly measure efficacy. Thus, efficacy is inferred based on past performance outcomes.\u0000\u0000\u0000Practical implications\u0000This study suggests that it is important for managers and team leaders to pay careful attention to their team after successful performances. Specifically, team leaders may want to monitor their members or give them a break after successful performance episodes to avoid the negative effects of overconfidence.\u0000\u0000\u0000Originality/value\u0000This paper provides a direct test of the efficacy debate at the team level.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":"27 1","pages":"130-144"},"PeriodicalIF":1.7,"publicationDate":"2021-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43477457","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 : 2020-12-04DOI: 10.1108/TPM-07-2020-0055
Foster B. Roberts, M. Novicevic, Christopher H. Thomas, Robert Kaše
{"title":"Financial performance of fluid teams with undifferentiated member roles: the impact of vertical and horizontal team familiarity","authors":"Foster B. Roberts, M. Novicevic, Christopher H. Thomas, Robert Kaše","doi":"10.1108/TPM-07-2020-0055","DOIUrl":"https://doi.org/10.1108/TPM-07-2020-0055","url":null,"abstract":"","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2020-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-07-2020-0055","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49653312","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 : 2020-11-30DOI: 10.1108/tpm-07-2020-0059
N. Uppal
Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also discussed.
{"title":"Leader dark personality and team agreeableness: a recipe for volatile team performance","authors":"N. Uppal","doi":"10.1108/tpm-07-2020-0059","DOIUrl":"https://doi.org/10.1108/tpm-07-2020-0059","url":null,"abstract":"\u0000Purpose\u0000This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship.\u0000\u0000\u0000Design/methodology/approach\u0000The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India.\u0000\u0000\u0000Findings\u0000From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability.\u0000\u0000\u0000Originality/value\u0000The theoretical and practical implications of the study are also discussed.\u0000","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":" ","pages":""},"PeriodicalIF":1.7,"publicationDate":"2020-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48464396","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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