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This study aims to investigate the relationship between individuals' preference for teamwork and communities of practice (CoPs) mediated by individuals' concern for team members built from the perspective of social learning system for knowledge sharing and learning. A cross-sectional study with data collected from the respondents through a convenience, non-random, non-probability sampling technique was employed in this research. The data of 240 were collected from the respondents belonging to manufacturing and service organizations in India and analyzed through confirmatory factor analysis, multiple regression analysis and PROCESS macro from Hayes with bootstrapping technique. The findings from the analysis showed a positive relationship between individuals' preference for teamwork and CoPs, while concern for team members mediated the relationship between preference for teamwork and CoPs. When employees prefer to work in teams, they positively consider participating in CoPs. Thus, organizations should strategically formulate conditions for employees to enable them to prefer working in teams and groups so that they collaborate as CoPs for knowledge creation, sharing and learning. Such learning through CoPs can pave the way for skill development and high-quality performance, thereby evolving as a framework for human capital development. This chapter provides an understanding of the relationship between individual employees' preference for teamwork and CoPs, mediated by individuals' concern for team members in an Indian context. Implications for theory and practice are discussed, along with limitations and future research direction.

What motivates employees to show concern for their team or in-group members, and why is it vital to prefer teamwork and receive support from co-workers at the workplace? Given the significance of social relations in the workplace and drawing from social exchange theory, the present study seeks to examine the association between personal interaction with concern for team members by identifying preference for teamwork and co-worker support (CWS) mediating the relationship.

The data of 261 collected from employees working in varying public and private sector Indian enterprises were analyzed using confirmatory factor analysis, Structural Equation Modelling (SEM) and Hayes PROCESS macro to investigate the multiple mediation analysis.

The findings showed a positive relationship between personal interaction and concern for the team member, which elaborates that increasing personal interaction among employees tends to display concern for their team members. Moreover, teamwork preference and CWS mediated the relationship, demonstrating that preferring teamwork and receiving support from co-workers, the propensity to concern for team members is influenced by personal interaction.

This research pinpoints how personal interaction among members may develop a feeling of belongingness, leading to concern for their team members. With the inclusion of employees in teamwork and creating a cordial work environment, employees prefer working in groups and teams; they may feel responsible for their group and its members, ultimately helping improve the organization's human capital.

This study contributes to the employee and organizational development by unveiling how employees may develop cordial social relationships through personal interaction, preferring teamwork and CWS.

The aim of this article is to empirically investigate the effect of co-worker support on communities of practice with a sequential mediating effect of concern for team members and preference for teamwork.

The data of 216 were gathered from respondents employed as full-time personnel in public and private sector organizations in India using a survey questionnaire. Confirmatory factor analysis, structured equation modelling and regression analysis were applied to test the formulated hypothesis. Hayes PROCESS macro model was also used to estimate the indirect effects with bootstrap resamples.

The study's findings revealed the mediating effect of concern for team members and preference for teamwork on the relationship between co-worker support and communities of practice in a sequential manner. The total and direct consequence of co-worker support on communities of practice was also substantial.

This article offers an understanding of the process through which co-worker support is related to communities of practice. This study is the first of its type, basically in the Indian context to the best of the authors’ knowledge.

Virtual teams are becoming a norm in current knowledge-based society and offer a wide range of organizational benefits. This paper aims to investigate the effects of leaders’ motivating language (ML) and feedback approach on virtual team members’ creativity performance.

A 2×2 with pre-test and post-test experimental design was employed to explore how to stimulate virtual team members’ creativity performance using a group decision support system.

The results show that leaders’ ML and feedback approach via e-mail instructions have different interaction effects on members’ creativity and idea generation performance. Team members receiving direction-giving instructions generate more ideas under the demanding feedback approach and team member receiving instructions with more empathetic language exhibit higher creativity performance under the encouraging feedback approach.

Shortcomings of virtual environment and leadership remain the major factors influencing such findings. Since the results are also restrained by the functionality of the utilized software tool, tools for virtual teams are recommended to include features that can support the effective use of team leaders’ motivational language.

Virtual team leaders should provide proper guidance to members using understanding and empathetic wording approach. For task-oriented work, leaders should consider giving more specific instructions and provide constant feedback for completed work. For creative work, leaders should give positive encouragement as feedback or even challenge team members to stimulate their creativity. Additionally, facilitation rules can be set up in advance so that the intelligent agent can timely send out follow-up instructions/feedback.

The gained insights beneficially help tool developers for virtual teams build/enhance their tools based on the need of team leaders. This paper also usefully offers important implications regarding how to motivate virtual team members’ creative thinking.

This paper aims to identify whether relationships exist between emotional intelligence (EI) and specific teamwork behaviours that are associated with transition, action and interpersonal team processes using the ability model of EI.

A total of 68 MBA students comprising 13 randomly assigned teams completed a pencil and paper performance‐based test of emotional intelligence. Some 14 weeks later a score reflecting the extent team members engaged in a number of teamwork behaviours consistent with transition, action and interpersonal team processes was obtained from peer ratings.

Emotional intelligence was found to explain direct and unique variance in transition and interpersonal team processes. However, only three individual branches of EI were found to be of any significance, and these differed in each instance.

These findings add to the growing body of literature suggesting emotional intelligence may be an important aspect of individual difference amongst team members that can contribute to team effectiveness. Individuals with differing EI abilities may be particularly important to teams dependent upon the team's activity phase.

The paper shows that blanket assertions regarding the significance of emotional intelligence for team effectiveness are far too simplistic. Differing EI abilities are associated with particular teamwork behaviours, which in turn become important during different phases of team activity. The findings suggest a need for more sophisticated frameworks regarding how EI relates to specific cognitive, verbal and behavioural teamwork activities.

Barriers to cultural adaptability include perceptual, interpretive, and evaluative biases. Differences in culturally based perceptual patterns can be problematic given that interpretation and evaluation of behavior is a critical element of teamwork. Altogether, perceptual patterns are “selective, learned, culturally determined, consistent, and inaccurate” (Adler, 1986, p. 54). Selective exposure, selective attention, and selective retention are all hallmarks of the process of perception. Bagby (1970) demonstrated how perceptual patterns become selective even in childhood. He had American and Mexican children watch a bullfight and a baseball game simultaneously using a tachistoscope. When asked what they had seen, the American children claimed to have watched a baseball game, and the Mexican children claimed to have watched a bullfight. Neither group was aware that they had been presented two stimuli simultaneously. Both groups of children selected stimuli that had meaning for their culture and ignored or forgot the stimuli that had no meaning for them. The children's culture predisposed them to notice some things and not others. Perceptual selectivity is a key barrier to cultural adaptability and influences both interpretation and evaluation.

Although cross‐functional teams are increasingly relied upon in developing new products, little is known about the ability of teams on adapting team objectives and strategies to environmental circumstances (i.e. team reflexivity), especially when teams are operating within a highly competitive environment. The purpose of this paper is to investigate the impact of team‐related antecedants (e.g. team empowerment) and contextual antecedents (e.g. interactional justice) on team reflexivity. The paper also aims to investigate the moderating impact of environmental turbulence on team performance (e.g. product success and speed‐to‐market).

To test the proposed model, data were collected from 335 team members and team leaders of 107 Turkish new product/project development teams.

The results of structural equation modeling showed that transactive memory system, goal clarity, team empowerment, and interactional justice are significantly related to team reflexivity. Moreover, the findings showed that team reflexivity is significantly related to product success if the environmental conditions are turbulent.

The novelty of the research lies in the empirical test of team reflexivity in the context of teams with innovation projects (e.g. product development teams). Furthermore, the inclusions of team‐related and contextual factors as antecedents represent an added value of the study.

We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a multicultural team's shared schema that contains not only team and task knowledge, but also a shared set of beliefs, values, and norms grounded in the national cultures of the team members. We develop a typology to distinguish third culture schema form on two dimensions: third culture strength and third culture content. We then propose both team process and team composition variables that influence the emergence of these different forms. Furthermore, we use social identity formation and sensemaking mechanisms to propose the effects of these third culture forms on team performance.

This paper aims to understand the role of organizational justice (procedural and interactional justice) as a precursor to new product development teamwork quality and team performance; to study the moderating impact of environmental turbulence on these relationships.

This is a survey‐based empirical study of 117 product/project managers based in Ankara and Istanbul, Turkey. A series of multiple regression analyses were used to obtain results.

Only two of the six facets of teamwork quality (coordination and balance of member contribution) are significantly associated with interactional justice; all six facets (coordination, balance of member contribution, communication, mutual support, effort and cohesion) are associated with procedural justice. Teamwork quality is significantly related to team learning and speed to market; environmental turbulence partially moderates these relationships.

Perceived organizational justice is an important precursor to NPD teamwork quality and team performance. The components of organizational justice (procedural and interactional justice) have different effects on the facets of teamwork quality. The relationships between these precursors and team performance are moderated by environmental turbulence.

To generate new products, NPD managers rely on teams that function well together and show good performance (good team learning and speedy time to market). The findings suggest that NPD managers can significantly improve NPD team performance by increasing team members' perceived level of organizational justice.

While organizational justice has been previously shown to influence team performance, this relationship has not yet been examined in an NPD setting. This is valuable because of the overriding importance of well‐functioning teams in NPD.

During everyday work, individuals often engage in unplanned conversations that help them develop relationships, share information and coordinate tasks. Unfortunately, the work-from-home mandates issued due to the pandemic have reduced the frequency of unplanned conversations among employees. So, as businesses reopen, organizations are considering post-pandemic workplace solutions that can facilitate unplanned conversations. To aid these efforts and move research and theory on unplanned conversations forward, this study proposes and tests a multi-factor model of the antecedents of unplanned conversations.

This study adopted a multi-methodological approach and collected data using automated sensing technology, structured observations and cross-sectional survey methods. A total of 5,297 unplanned conversations among 61 employees were recorded using the custom mobile application and structured observations. Cross-sectional survey data about these employees' work contexts were also collected.

The study results showed that the model significantly predicted the frequency of unplanned conversations. Notably, technical expertise, perceived time pressure and team psychological safety significantly predicted the frequency of unplanned conversations. The study findings have both theoretical and practical significance.

Previous research studies have primarily focused on the influence of workplace designs on unplanned conversations. However, this study demonstrates that several other factors facilitate unplanned conversations. This research theorizes and empirically tests the relationship between unplanned conversations and several individual, team and organizational factors.