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The gender composition of teams remains an important yet complex element in unlocking the success of collaboration and performance in the metaverse. In this study, the authors examined the collaborations of same- and mixed-gender dyads to investigate how gender composition influences perceptions of the dyadic collaboration process and outcomes at both the individual and team levels in the metaverse.

Drawing on expectation states theory and social role theory, the authors hypothesized differences between dyads of different gender compositions. A blocked design was utilized where 432 subjects were randomly assigned to teams of different gender compositions: 101 male dyads, 59 female dyads and 56 mixed-gender dyads. Survey responses were collected after the experiment.

Multilevel multigroup analyses reveal that at the team level, male dyads took on the we-impress manifestation to increase satisfaction with the team solution. In contrast, female and mixed-gender dyads adopted the we-work-hard-on-task philosophy to increase satisfaction with the team solution. At the individual level, impression management is the key factor associated with trust in same-gender dyads but not in mixed-gender dyads.

As one of the pioneering works on gender effects in the metaverse, our findings shed light on two fronts in virtual dyadic collaborations. First, the authors offer a theoretically grounded and gendered perspective by investigating male, female and mixed-gender dyads in the metaverse. Second, the study advances team-based theory and deepens the understanding of gender effects at both the individual and team levels (multilevel) in a virtual collaboration environment.

Contracts and trust are two prominent governance mechanisms in buyer–supplier exchanges, yet controversy persists regarding the interplay between contracts and trust. This study aims to provide a new perspective to understand the debate by differentiating between- from within-dyad effects of contracts–trust relationships.

Based on survey data of 250 Chinese buyer–supplier relationships collected over two time periods, this study used two-level hierarchical linear modeling (HLM) with repeated measures to test the influence of contracts (trust) on trust (contracts) over time.

The authors find that for major buyer–supplier exchanges, contracts and trust tend to complement each other when comparing across dyads, but they likely substitute for each other in within-dyad settings.

First, to illustrate the dynamic interactions between contracts and trust, this study collected data at two time periods and assumed continuous linear relationships of time with both contracts and trust. Further research should collect multiple waves of data to explore the complex, varying changes that arise over time. Second, this study’s findings are based on buyer–supplier relationships in China, whose unique cultural features may limit the generalizability of the results to other settings.

Channel managers can structure exchanges by devising detailed contracts that align incentives and demonstrate commitment, which helps build trust in a relationship. Channel managers should also pay special attention to the contingency effects of their transactional and relational features.

This study offers the first explicit test of the dynamic contracts–trust relationship, thereby establishing a more refined understanding of interplay between contracts and trust.

In this study of Korean and US negotiators, the authors aim to demonstrate limits on the presumption that inter‐cultural negotiations are doomed to generate low joint gains.

In a laboratory study with 45 bi‐cultural Korean students and 47 mono‐cultural American students, the authors created a total of 16 US‐US, 15 Korean‐Korean, and 15 US‐Korean dyads. The authors audio‐recorded their negotiation conversations and analyzed the content of the negotiation transcripts. The authors focused on the use of pronouns and coded how they were used and the impact this use had on the outcomes of the intra‐ and inter‐cultural negotiations.

Results show that inter‐cultural dyads generate higher joint gains than Korean or US intra‐cultural dyads. The explanation based on social awareness and social distance theorizing shows that inter‐cultural negotiators, one of whom is bi‐cultural, who use language, especially the pronoun “you” to close social distance, achieve higher joint gains than intra‐cultural negotiators who do not.

The authors conclude that the language people use in social interaction, especially pronouns, is an indicator of social awareness and signals attempts to close social distance.

This research demonstrates that the way negotiators use language predicts their economic outcomes.

The purpose of this paper is to explore how to integrate the performance management (PM) process of delivery service in customer/supplier dyads.

The paper is based on a multiple case study of six customer/supplier dyads of manufacturing companies.

The analysis focuses on describing and comparing the activities of the PM process. Most activities show low levels of integration in the dyads studied. Defining metrics and target setting are considered most important to integrate. Lack of common metrics definitions and ERP deficiencies were important obstacles for integration. Research issues related to four areas of supply chain PM are discussed.

The study ends with a number of suggestions for further research on the PM process in supply chains. Proceeding into these studies is necessary for increasing knowledge about PM.

The paper reveals practical problems and outlines practical issues in integrating and handling the PM process in dyads, especially when measuring delivery service using the on‐time delivery metric. It also presents a model for describing and integrating the PM process and its activities.

Practical implications and generation of multiple issues for further research applying a dyadic approach in supply chain PM, a research approach that is quite uncommon.

The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues.

In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used.

Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was not associated with reported differences in LMX relationships, but was associated with differences in task performance.

This research provides the first systematic examination of the influence of racial diversity on LMX in a leader-follower dyad. As such, this work provides an important reference point in which future research on LMX and diversity can build. Such efforts will help future organizational leaders better navigate the increasingly diverse workplace.

In management research, little is known about how ethno-racial minority leaders interact with similar employees in supervisor–subordinate relationships. This study aims to examine and provide a deeper understanding of individuals’ negative reactions to similar others, thus highlighting the double-edged nature of demographic similarity which has historically predicted positive affective reactions.

Using a survey design, the authors collected data from supervisor-subordinate dyads from multiple companies from the Dallas-Fort Worth metroplex in Texas, USA. They used ordinary least squares regression and conditional process analysis to test the hypotheses, including a two-stage moderation and moderated mediation.

Incorporating social context, i.e. minority status, as a moderator, the results show that ethno-racial minority leaders supervising ethno-racially similar subordinates were more vulnerable to relationship conflict than non-minority dyads. This, in turn, is linked to a reduction in the leaders’ feelings of trust toward their ethno-racially similar subordinate.

This study draws on social identity theory and status characteristics theory to explain the contradictory processes and outcomes associated with dyadic ethno-racial similarity and suggests the conditions under which dyad racial similarity is connected with unfavorable outcomes. This framework helps to broaden the boundary conditions of relational demography to provide a more nuanced explanation of when and why minority leaders in demographically similar hierarchical dyads experience more relationship conflict, which ultimately diminishes trust.

The purpose of the study is to empirically investigate the similarities and differences between dyads and four‐party groups in an integrative negotiation.

Data are collected in a between subjects experiment. A total of 182 participants completed a negotiation role play and questionnaire. Hypotheses are tested using t‐tests, MANOVAs and two multiple regression analyses.

Results demonstrate that dyads do outperform groups on both the economic and subjective measures of outcomes. Sharing of priority information and the fixed pie bias was higher in groups than in dyads. For dyads the procedure used (considering more than one issue at a time) led to higher economic outcomes, and both procedure and problem solving were important for subjective outcomes. For four‐party negotiations, problem solving was significantly related to higher outcomes, on both economic and subjective outcomes, and procedure was moderately related to economic outcomes. Problem solving was significantly more important for the groups than for dyads on economic outcomes.

The controlled experimental setting could limit the generalizabiltiy of the findings. Measures of the intermediate variables could be improved by including additional items and observations. Future research is required in field settings using multiple measures of the process.

In multiparty negotiation information sharing and the presence of cognitive biases may not be as important as focusing on a problem solving approach.

An empirical investigation that groups under‐perform dyads in an integrative negotiation has not been conducted before.

There is a tendency for opposing partisans to ideological disputes to imagine that their opponents are extremist, biased, and in diametric opposition to themselves. The current investigation examined the role of these imagined ideological differences in face‐to‐face negotiations. Experiment 1 examined the problems that develop when negotiators attend to irrelevant ideological differences. Dyads who were made aware of political differences, even imagined ones (i.e., their political views were actually similar), required more time to allocate hypothetical funds and perceived their partner less favorably than did dyads who were unaware of their political differences. Experiments 2 and 3 tested the hypothesis that ideological opponents who acquire accurate information about their counterpart's beliefs (thus reducing the effects of imagined ideological differences) will have more successful negotiations. Opposing partisans to abortion (Experiment 2) and the death penalty (Experiment 3) reached more comprehensive, integrative agreements and perceived each other more favorably when they disclosed their own views to each other before negotiating. The relevance of these findings to other mediation techniques and real world conflicts was discussed.

The “services triangle” is a dynamic model in which three interlinked entities (customer, employee and firm) combine to create three dyads [employee-firm (EF), customer-firm (CF) and customer-employee (CE)] that work together to deliver services. This study aims to determine whether significant differences exist vis-à-vis the impact of EF, CF and CE dyads on the service experience.

Empirical evidence from data garnered from 398 surveys was used to test a conceptual model. To test the hypotheses, like-signed first-order dyads were constructed and combined to create second-order dyads, and analysis of variance and post-hoc tests (least significant differences) were used to investigate whether differences among the second-order dyads exist.

The analysis reveals the differential impact of the three services triangle dyads on the service experience. Specifically, customers’ perception of EF fit appears to have the greatest impact on customers’ evaluation of the service experience, followed by CF and CE fit.

The main implication is that this paper extends conceptual research by providing empirical evidence that the EF dyad is the foundation of the services triangle. The limitations are based primarily on methodology, where the use of a survey to collect data rules out the potential generalizations of true cause and effect while also potentially being subject to common method bias.

Managers should realize that fit within some dyads is more instrumental in determining the service experience than fit within others. A number of managerial implications are proposed and discussed.

Prior research has neither empirically examined the services triangle nor whether significant differences exists among the impact of its dyads on the service experience. Insights from various literatures, the application of the balance theory and the construction of first- and second-order dyads enables an investigation of the various relational patterns contained in the services triangle.

Dyadic leadership models, in which two professionals jointly lead and share unit responsibilities, exemplifies a recent trend in health care. Nonetheless, much remains unknown about their benefits and drawbacks. In order to understand their potential impact, we conducted a review of literature evaluating dyad leadership models in health systems.

Our narrative review began with a search of PubMed, CINAHL, Web of Science and Scopus using key terms related to dyads and leadership. The search yielded 307 articles. We screened titles/abstracts according to these criteria: (1) focus on dyadic leadership model, i.e. physician–nurse or clinician–administrator, (2) set in health care environment and (3) peer-reviewed with an evaluative component of dyadic model. This yielded 22 articles for full evaluation, of which six were relevant for this review.

These six articles contribute an assessment of (1) teamwork and communication perceptions and their changes through dyad implementation, (2) dyad model functionality within the health system, (3) lessons learned from dyad model implementation and (4) dyad model adoption and model fidelity.

Research in this area remains nascent, and most articles focused on implementation over evaluation. It is possible that some articles were excluded due to our methodology, which excluded nonEnglish articles.

Findings provide guidance for health care organizations seeking to implement dyadic leadership models. Rigorous studies are needed to establish the impact of dyadic leadership models on quality and patient outcomes.

This review consolidates evidence surrounding the implementation and evaluation of a leadership model gaining prominence in health care.