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1 – 10 of over 1000
Article
Publication date: 20 September 2024

Shaoze Fang and Yanjun Qin

This study identifies three main CSR motivations (i.e. strategic benefits, altruism and greenwashing) and explores the relationship between CSR motivations and environmental…

Abstract

Purpose

This study identifies three main CSR motivations (i.e. strategic benefits, altruism and greenwashing) and explores the relationship between CSR motivations and environmental collaboration by considering the mediating role of environmental commitment and the moderating role of team autonomy.

Design/methodology/approach

The data collected from 336 respondents in the construction industry, structural equation modeling and bootstrapping were used to test hypotheses.

Findings

The findings show that altruistic CSR enhances environmental collaboration through enhancing environmental commitment, whereas greenwashing CSR damages environmental collaboration through reducing environmental commitment. Although there is no direct association between strategic CSR and environmental collaboration, environmental commitment mediates the effects of strategic CSR on environmental collaboration. Moreover, the positive effect of strategic CSR and altruistic CSR on environment commitment is stronger when team autonomy is stronger, whereas the negative effect of greenwashing CSR on environment commitment is weaker when team autonomy is stronger.

Originality/value

The findings contribute to the understanding of how CSR motivations can act as catalysts for collaborative efforts in addressing environmental issues within construction projects and offer theoretical understanding of team autonomy by illustrating its role in shaping organizational responses to CSR motivations. The findings can provide insights into why and how participating teams can collaborate better on environmental management, enriching the knowledge of environmental management practices in construction projects.

Details

International Journal of Managing Projects in Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 5 August 2024

Erik Eduard Cremers and Petru Lucian Curșeu

This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct…

Abstract

Purpose

This paper aims to explore the integration challenges during the early stages of implementation of value streams as team aggregation structures as a novel organizational construct in a modern organization.

Design/methodology/approach

We use an immersive ethnographic approach to follow the transition to value streams as team aggregation structures in a large organization during the first three years of implementation. We integrate systematic observations with interviews to get insights into the dynamics of change and the most important challenges faced by the organization during this transition.

Findings

We integrate systematic observations collected during the organizational change with insights from interviews carried out with managers to provide tentative answers to some key questions related to the implementation of multiteam systems. We reflect on their performance, entitativity, autonomy as well as on the satisfaction of their members.

Practical implications

We discuss some of the most important managerial challenges during the transition to value streams as novel organizational constructs and we derive some actionable insights for team and value stream managers leading such change processes.

Originality/value

Our study provides a rich account of the first stages of implementing an organizational design that brings together different teams in organizational structures that are focused on the value provided to customers.

Details

Journal of Organizational Ethnography, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-6749

Keywords

Article
Publication date: 14 December 2023

Anjali Singh and Sumi Jha

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to…

Abstract

Purpose

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.

Design/methodology/approach

A qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.

Findings

The findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.

Research limitations/implications

Because of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.

Practical implications

A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.

Originality/value

While the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 August 2024

Seline Standahl Johannessen and Jan Terje Karlsen

This study aims to explore how to structure an energy organization to be more agile in the context of digitalization and find the common success factors and challenges the…

Abstract

Purpose

This study aims to explore how to structure an energy organization to be more agile in the context of digitalization and find the common success factors and challenges the organizations face to transform.

Design/methodology/approach

A qualitative multiple-case study of an energy company and an online market company, both from the Nordic countries, was conducted in 2023. Data were collected through in-depth individual interviews with 16 participants.

Findings

This research provides valuable insights into the challenges and critical success factors crucial for a successful digital transformation. The study illuminates the interplay between technological advancements and organizational shifts, the adoption of agile methodologies, the importance of inclusive leadership and the integration of autonomous teams in realizing digital transformation goals. The research emphasizes the profound impact of these factors on the transformational journey within organizations. In particular, the adoption of agile methodologies takes on heightened significance in the swiftly evolving business landscape of today, calling for a transition from project-centric approaches to more adaptive and sustainable product-centric models.

Originality/value

The study contributes to the practice and enhanced understanding of organizing business and technology teams in energy companies to achieve fast flow. The analysis and discussion of various empirical findings shed light on the success factors and challenges of digital transformation – issues that many organizations are currently or will likely soon be grappling with. The impact of different organizational structures on agility in an organization has yet to be thoroughly studied.

Details

International Journal of Energy Sector Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-6220

Keywords

Book part
Publication date: 6 September 2024

Saeed Loghman and Azita Zahiriharsini

Research focusing on psychological capital (PsyCap) has been mainly conducted at the individual level. However, recent research has expanded investigations to the collective level…

Abstract

Research focusing on psychological capital (PsyCap) has been mainly conducted at the individual level. However, recent research has expanded investigations to the collective level with a greater focus on team-level PsyCap. Although, as demonstrated by recent systematic reviews and meta-analyses, the relationships between individual-level PsyCap and the desirable/undesirable outcomes are fairly established in the literature, less is known about such relationships for team-level PsyCap. One of these important, yet least investigated, research areas is the research stream that focuses on the relationship between team-level PsyCap and the outcomes of health, Well-Being, and safety. This chapter aims to highlight the role of individual-level PsyCap as an important predictor of employees’ health, Well-Being, and safety outcomes, but also to go beyond that to provide insights into the potential role of team-level PsyCap in predicting such outcomes at both individual and team levels. To do so, the chapter first draws upon relevant theories to discuss the empirical research findings focusing on the relationship between individual-level PsyCap and the outcomes of health, Well-Being, and safety. It then focuses on team-level PsyCap from theoretical, conceptualization, and operationalization perspectives and provides insights into how team-level PsyCap might be related to health, Well-Being, and safety outcomes at both individual and team levels. Thus, this chapter proposes new research directions in an area of PsyCap that has been left unexplored.

Article
Publication date: 20 March 2023

Xueqing Gan, Jianyao Jia, Yun Le and Yi Hu

Infrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team…

Abstract

Purpose

Infrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team effectiveness, including vertical leadership and team-level leadership. The purpose of this paper is to examine how vertical leadership facilitates shared leadership in infrastructure project teams.

Design/methodology/approach

This paper develops the conceptual model based on the literature review. Then the questionnaire survey was conducted. The empirical data obtained from 117 infrastructure project teams in China were analyzed by partial least squares structural equation modeling (PLS-SEM) for validating the proposed model. Finally, the results were comparatively discussed to explain the dual-pathway between vertical leadership and shared leadership. And the practical implications were presented for the project managers in infrastructure project teams.

Findings

Drawing on social learning theory and social cognitive theory, the results show that both participative leadership and task-oriented leadership can facilitate shared leadership. Further, team atmosphere fully mediates the link between participative leadership and shared leadership. Team efficacy fully mediates the relation between task-oriented leadership and shared leadership. Also, role clarity has a negative moderating effect on the former path.

Originality/value

The study extends the knowledge of leadership theory in the construction field. Based on the proposed conceptual model and PLS-SEM results, this study unveils the black box between vertical leadership and shared leadership and contributes to the theory of leadership on how the impact of different vertical leadership on team process promotes shared leadership.

Details

Engineering, Construction and Architectural Management, vol. 31 no. 8
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 25 April 2023

Xu Ren, Jing Xu, Yali Hao and Song Wang

This paper aims to investigate the impact of relationship quality among team members in the project team on knowledge transfer effectiveness and analyze the role of organizational…

Abstract

Purpose

This paper aims to investigate the impact of relationship quality among team members in the project team on knowledge transfer effectiveness and analyze the role of organizational structure in the influencing process.

Design/methodology/approach

The hypotheses are verified by the Structural Equation Modeling (SEM) analysis using Smart PLS 3 software with the data collected from 236 questionnaire samples in Chinese construction industry.

Findings

The results indicate that relationship quality has a direct impact on knowledge transfer in project teams and centralization has a negative impact on relationship quality. Moreover, relationship quality plays a mediating role between centralization and knowledge transfer effectiveness and formalization plays a negative moderating role in the effect of relationship quality on knowledge transfer effectiveness.

Originality/value

This paper studies intra-project knowledge transfer from the perspective of relationship quality of project teams and explores the antecedent and moderating role of organizational structure in the influence of relationship quality on knowledge transfer.

Details

Kybernetes, vol. 53 no. 9
Type: Research Article
ISSN: 0368-492X

Keywords

Open Access
Article
Publication date: 4 June 2024

Luca Pietrantoni, Greta Mazzetti, Mabel San Román Niaves, Rudolf Kubik, Davide Giusino and Marco De Angelis

Although the literature on the effectiveness of team interventions is constantly expanding, there has been a strong focus on the process mechanisms that could explain their…

Abstract

Purpose

Although the literature on the effectiveness of team interventions is constantly expanding, there has been a strong focus on the process mechanisms that could explain their success, often overlooking the contextual aspects in which these interventions are carried out. Based on the Context-Mechanism-Outcome framework, this study aims to investigate the influence of contextual factors on the effectiveness of digital team coaching interventions that use social network visualisation to enhance team coordination and reduce interpersonal conflicts.

Design/methodology/approach

Using a multi-wave, longitudinal design, this research analysed 38 work teams from three organisations over three-time points. Data collection focused on manager and peer support, the mechanisms of training transfer and action plan implementation and the outcomes of these interventions. Surveys were administered in three organisations, involving 317 respondents across different phases. The intervention spanned six to eight months, incorporating three to four structured online group sessions. Each session involved a multi-stage process, concluding with a result-oriented action plan about work-related goals. The intervention included social network visualisation, discussions, coaching and continuous refinement of action plans.

Findings

The analysis highlights how manager support significantly correlates with team coordination and performance, mainly when teams are less engaged in implementing action plans. Peer support did not show a mediating effect on training transfer or outcomes but had direct positive impacts on team coordination and performance.

Practical implications

Teams actively implementing action plans may require less immediate managerial support for effective coordination and high performance. The manager’s role becomes crucial, particularly in the early stages of the intervention or in those teams where online coordination alone may not be adequate for action plan implementation. Peer support for training transfer could enhance the effectiveness of the intervention in achieving desired team outcomes; therefore, cultivating a supportive peer environment is crucial for the success of such interventions. Monitoring and assessing team dynamics are vital to maximise the benefits of digital team coaching interventions.

Originality/value

This study stands out for its innovative exploration of the interplay between managerial and peer support in the context of digital team coaching, using social network visualisation as a novel approach to enhancing team dynamics.

Details

European Journal of Training and Development, vol. 48 no. 10
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 16 September 2024

Syafizal Shahruddin, Ungku Norani Sonet, Athira Azmi and Nadzirah Zainordin

The evolution of digital construction within Industrial Revolution 5.0 emphasises the harmonious integration of humans and technology, value-driven technology implementation…

Abstract

Purpose

The evolution of digital construction within Industrial Revolution 5.0 emphasises the harmonious integration of humans and technology, value-driven technology implementation, adaptive leadership and user-centric design solutions. This shift necessitates architects to enhance their soft skills to navigate the transition effectively. Failure to demonstrate these skills may confine architects to passive roles as technology consumers rather than innovative leaders. While existing research predominantly focuses on the technical aspects of digital construction, this study investigates how architects effectively manifest their soft skills within such dynamic contexts, addressing a critical gap in the current literature.

Design/methodology/approach

Employing an interpretive phenomenological approach, the research engaged 14 individual architects practicing in architectural consultancy practices (ACPs) in Malaysia through semi-structured interviews and written exercises to unveil their experiences.

Findings

Thematic analysis revealed six primary themes: “analytical and critical thinking,” “digital communication,” “diversity in leadership styles,” “emotional intelligence,” “ethics and professionalism,” and “curiosity and agility.”

Practical implications

Furthermore, the developed thematic map serves as a foundational resource for human resource practices aiming to design upskilling and reskilling programs that focus on nurturing soft skills. Emphasising soft skills, these programs are designed to thrive in the digital construction era and beyond.

Originality/value

These shared experiences significantly contribute to the theoretical understanding of soft skills within the digital construction context, providing novel insights into their practical application when addressing real-world implications.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Open Access
Article
Publication date: 7 December 2023

Federico Paolo Zasa and Tommaso Buganza

This study aims to investigate how configurations of boundary objects (BOs) support innovation teams in developing innovative product concepts. Specifically, it explores the…

1184

Abstract

Purpose

This study aims to investigate how configurations of boundary objects (BOs) support innovation teams in developing innovative product concepts. Specifically, it explores the effectiveness of different artefact configurations in facilitating collaboration and bridging knowledge boundaries during the concept development process.

Design/methodology/approach

The research is based on data from ten undergraduate innovation teams working with an industry partner in a creative industry. Six categories of BOs are identified, which serve as tools for collaboration. The study applies fsQCA (fuzzy-set qualitative comparative analysis) to analyse the configurations employed by the teams to bridge knowledge boundaries and support the development of innovative product concepts.

Findings

The findings of the study reveal two distinct groups of configurations: product envisioning and product design. The configurations within the “product envisioning” group support the activities of visioning and pivoting, enabling teams to innovate the product concept by altering the product vision. On the other hand, the configurations within the “product design” group facilitate experimenting, modelling and prototyping, allowing teams to design the attributes of the innovative product concept while maintaining the product vision.

Originality/value

This research contributes to the field of innovation by providing insights into the role of BOs and their configurations in supporting innovation teams during concept development. The results suggest that configurations of “product envisioning” support bridging semantic knowledge boundaries, while configurations within “product design” bridge pragmatic knowledge boundaries. This understanding contributes to the broader field of knowledge integration and innovation in design contexts.

Details

European Journal of Innovation Management, vol. 27 no. 9
Type: Research Article
ISSN: 1460-1060

Keywords

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