{"title":"承诺和气候强度对跨职能项目团队信任与绩效关系的影响:一个有调节的中介分析","authors":"M. Buvik, S. Tvedt","doi":"10.1108/TPM-02-2015-0011","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThe purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust). \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nTo test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams. \n \n \n \n \nFindings \n \n \n \n \nResults indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important. \n \n \n \n \nResearch limitations/implications \n \n \n \n \nCross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted. \n \n \n \n \nPractical implications \n \n \n \n \nThe results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance. \n \n \n \n \nOriginality/value \n \n \n \n \nThis study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2016-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-02-2015-0011","citationCount":"21","resultStr":"{\"title\":\"The impact of commitment and climate strength on the relationship between trust and performance in cross-functional project teams: A moderated mediation analysis\",\"authors\":\"M. Buvik, S. Tvedt\",\"doi\":\"10.1108/TPM-02-2015-0011\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Purpose \\n \\n \\n \\n \\nThe purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust). \\n \\n \\n \\n \\nDesign/methodology/approach \\n \\n \\n \\n \\nTo test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nResults indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important. \\n \\n \\n \\n \\nResearch limitations/implications \\n \\n \\n \\n \\nCross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted. \\n \\n \\n \\n \\nPractical implications \\n \\n \\n \\n \\nThe results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance. \\n \\n \\n \\n \\nOriginality/value \\n \\n \\n \\n \\nThis study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.\",\"PeriodicalId\":46084,\"journal\":{\"name\":\"Team Performance Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2016-06-09\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1108/TPM-02-2015-0011\",\"citationCount\":\"21\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Team Performance Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/TPM-02-2015-0011\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-02-2015-0011","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
The impact of commitment and climate strength on the relationship between trust and performance in cross-functional project teams: A moderated mediation analysis
Purpose
The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust).
Design/methodology/approach
To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams.
Findings
Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important.
Research limitations/implications
Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted.
Practical implications
The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance.
Originality/value
This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.