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This study aims to explore psychological safety as a potential moderating mechanism for the relation between functional diversity and individual perceptions of learning, and functional diversity and team performance in self-assembled teams.

To test these relationships, the authors conducted a cross-level, time-lagged, quasi-experiment, using a sample of 143 self-assembled teams. In one condition, participants formed into functionally diverse teams, and in another condition, participants formed functionally homogeneous teams.

Results suggest that functional diversity and psychological safety have an interactive effect on both individual learning and self-assembled team performance, albeit in different directions. Specifically, low psychological safety was more deleterious for individuals on functionally diverse teams than functionally homogeneous teams when it came to perceptions of learning, but the opposite was true when it came to team performance.

The results of this study indicate that it is critical to train team members on developing psychological safety, both in traditional and functionally diverse contexts.

The rapid development of digital technologies drives digital entrepreneurs to pivot, a behavior that allows entrepreneurs to adjust original opportunities and explore new opportunities. This study aims to investigate the effect of the structural characteristics of digital entrepreneurial teams, the functional heterogeneity, on pivoting from the perspective of digital agility. Moreover, this study also examines the moderating effect of knowledge sharing.

Two-phase survey data were sourced from Chinese digital entrepreneurial teams through the entrepreneurial networks of MBA programs of a Chinese business school and entrepreneurial support organizations in China. The sample of 272 teams with 708 entrepreneurs was collected to test the hypotheses.

The functional heterogeneity of digital entrepreneurial teams, including industry background heterogeneity and occupational experience heterogeneity, positively impacts pivoting by providing heterogeneous knowledge and resources. Moreover, this relationship is mediated by the digital agility of the digital team, and knowledge sharing moderates the relationship between functional heterogeneity and digital agility.

While existing studies have mainly focused on the external factors, this study empirically investigates the team-level internal factors of digital pivoting in digital entrepreneurial teams, enriching the research perspective of pivoting. Moreover, the current study bridges the literature on digital agility with pivoting, broadening the theoretical mechanism of pivoting and expanding the theoretical boundaries of digital agility.

Prior research seldom explores the different structures of marketing presence in the top management team (MPTMT) and their impact on new product performance. In this paper, we distinguish among three structures of MPTMT: (1) a dedicated MPTMT; (2) a joint marketing and sales MPTMT; and (3) a joint marketing and other operations MPTMT. We then examine how these three structures of MPTMT are related to cross-functional integration in NPD and, subsequently, new product performance.

Path analysis is used to test the model using data collected from 139 U.S. manufacturing firms. We conducted two rounds of survey data collection (with a one-year gap) to assess the potential effect of common method variance.

The results show that, compared with no MPTMT, all MPTMT structures positively affect cross-functional integration in NPD, which, in turn, enhances new product performance. However, joint MPTMT structures have a greater impact than a dedicated MPTMT. Our moderation analysis also reveals that as TMT heterogeneity increases, the effect of dedicated MPTMT diminishes, but the effects of the other two joint structures remain positive and stable.

The model could include alternative mediating organizational processes and performance outcomes.

The findings provide managers with insight on how to configure and leverage marketing influence in the upper echelons in both SMEs and large firms.

The findings of this study highlight the importance of delineating MPTMT structures, understanding how they create value, and specifying their boundary conditions.

The aim of this paper is to enhance understanding of the use of sourcing teams (STs) by organisations in their procurement and supply chain management. The paper achieves this by exploring, within the context of the supply chain directorate of a global aerospace manufacturing company (GAMC), both the relationship between sourcing teamwork effectiveness (TE) and sourcing task-work effectiveness (TA) and the relationship between individual team member knowledge, skills and abilities (KSAs) and TE.

The authors develop a theoretical model positing positive links between both KSAs and TE and TE and TA. The model is empirically validated using partial least squares structural equation modelling in a survey of 108 ST members from a GAMC.

The authors identify that, within GAMC, four of five KSAs drive TE and further discover the direct effects of TE on improved TA. Additionally, the authors observe within GAMC the indirect effects of KSAs on TA cascading through TE.

Limitations include the use of a single firm and self-report measures for data collection. In spite of this, the paper has numerous research implications. Previous research on STs has combined factors related to TE and TA. In this paper, TE and TA were disaggregated, and the relationships between them were explored. The relationships were found to be positive within GAMC, a finding that strengthens the evidence base supporting the use of STs by organisations in their procurement and supply chain management. In addition, the paper also strengthened the evidence base regarding the importance of KSAs to TE, which complements existing research highlighting the importance of team-level factors and individual technical attributes.

The findings from GAMC suggest that executives/managers should take an individual as well as a team-level perspective when developing STs and should consider KSAs as well as technical knowledge when judging individuals’ suitability for inclusion within an ST. There are established KSA tests in the literature that could be used by managers for this task. The findings also inform executives/managers that TE matters for TA and needs attention and investment, especially where sourcing tasks concern high-value areas and/or critical incidents within supply chains.

To the best of the authors’ knowledge, this is the first paper to explore the relationship between TE and TA. Establishing that this relationship is a positive one provides critically important evidence regarding the efficacy of STs, which are widely used within procurement and supply chain management. It is also a rare study looking at TE from the perspective of individual team member KSAs, with further positive relationships revealed. Both findings enhance what is a very limited literature on a widely used practice within procurement and supply chain management.

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.

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.

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.

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.

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.

This qualitative study assesses the enablers of the work of a novel, self-managing digital pedagogy peer support team in a Finnish higher education institution.

This study employs a qualitative methodology with in-depth interviews of five digital pedagogy facilitators. The data collected are analyzed with the ATLAS.ti software. The analytical approach follows a deductive method, applying the categories derived from Magpili and Pazos (2018) who investigated the input variables of self-managing teams through their extensive literature review.

The primary findings underscore the suitability of Magpili and Pazos' variables for evaluating the performance enablers of self-managing teams. Furthermore, the findings emphasize the significance of leadership and effective communication as essential prerequisites for achieving elevated performance levels.

This study focuses on the enablers of team performance from the perspective of the team members. To enhance comprehensiveness, subsequent phases should incorporate viewpoints from clients, namely peer instructors, and focus on the mediator and outcome aspects of the team effectiveness framework.

This study offers actionable recommendations for higher education institutions aiming to adopt a peer mentor model akin to the one delineated in the study.

This study analyzes a collaborative approach to advancing digital pedagogy within higher education institutions and discusses the enablers for successful performance within self-managing teams.

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.

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.

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.

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.

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

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.

This paper aims to describe the product development process (PDP) of companies in the textile industry, seeking to understand the dynamics of their management from different actors along the production chain.

Qualitative empirical research adopted a multiple case studies design in five large Brazilian organizations, each representing a link in the production chain.

Textile PDP follows structured steps. However, it is still an informal process. The use of methodologies and tools for decision-making and control gates throughout the process is limited. Performance indicators do not cover all dimensions of the PDP since sales and profit are the main parameters for assessing projects. The predevelopment macro phase varies according to the product type and the company's business model, whereas the postdevelopment macro phase is nonexistent. PDP projects are executed through collective efforts of multiple departments in cross-functional teams, except for the commodities firms.

The study allows managers of Brazilian textile companies to understand the best practices in the PDP and those that require more attention, taking into account different business models and sectors of the production chain.

Our results contribute to the literature and practitioners by providing an overview of PDP management in the textile industry, covering its different production chain actors, types of projects and companies' characteristics.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

Decision comprehensiveness is an important process in determining the outcomes of strategic decision-making. While recent research began to explore its individual level antecedents, a fundamental aspect of organizational life, heterogeneous goals, have not been investigated for their effects on comprehensiveness. In this study, our purpose is to study the impact of goal heterogeneity on decision comprehensiveness and explore behavioral integration as a potential mediator in this relationship.

To test our hypotheses, we utilize a survey-based study with a sample of teams undertaking a business simulation. Our longitudinal data collection process captures team data across the initial-, mid-, and the ending-stages of the simulation.

Our findings show that goal heterogeneity negatively impacts behavioral integration and decision comprehensiveness. Moreover, the negative impact of goal heterogeneity on decision comprehensiveness is mediated through behavioral integration.

Given that many strategic decisions are undertaken by groups of individuals, it is imperative to understand the factors that impact team-level decision-making processes. Extending the literature, we empirically show the negative effects of goal heterogeneity on decision comprehensiveness. While doing so, we also show that behavioral integration – a team trait that can endure over time, as opposed to a one-time state – can be crucial in dampening this negative effect. Our findings suggest researchers, and managers, to be cautious in assuming decision comprehensiveness may easily be achieved in any given team context.