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1 – 10 of over 49000Wen Wu, Dan Ni, Shaoxue Wu, Lu Lu, Xijing Zhang and Shengyue Hao
The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous…
Abstract
Purpose
The extant literature mainly focuses on the antecedents and outcomes of envy at the individual level. Workgroups have become ideal units for research on envy given the ubiquitous teamwork in organizations. This study aims to examine whether, how and when envy climate can influence group performance.
Design/methodology/approach
The authors analyzed data collected in three waves from a sample of 72 groups with 475 team members in full-service hotels in China.
Findings
Envy climate was negatively associated with group performance via intragroup relationship conflict. Furthermore, competitive climate moderated the effect of envy climate on intragroup relationship conflict and the indirect effect of envy climate on group performance through intragroup relationship conflict.
Practical implications
The present research offers organizations valuable insights into how to minimize the climate of envy and competition within a group and relieve the relationship conflict that may damage group performance.
Originality/value
Drawing on a social functional perspective of emotions, this study enriches the envy research by conceptualizing envy climate as a collective perception and clarifying its effect on group performance. The authors extend the understanding of envy climate by showing how a climate of envy embedded in a group influences group performance and also explain when group members may be more likely to act in a destructive way to respond to such a climate.
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Nachiketa Tripathi and Vinit Ghosh
This paper aims to explore the effect of perceived “self-to-team” deep-level diversity on team’s creative output from a social identity lens’ view.
Abstract
Purpose
This paper aims to explore the effect of perceived “self-to-team” deep-level diversity on team’s creative output from a social identity lens’ view.
Design/methodology/approach
An experimental study was designed (n = 30 in each experimental condition, namely, homogeneous, heterogeneous and mixed) and vignettes were used to manipulate the experimental conditions. Employees from four Indian organizations participated in the experimental study.
Findings
Results indicated that deep-level homogeneous group perceived higher team creative output as compared to the deep-level heterogeneous group. Perceived team creativity climate was found to mediate the effect of team diversity on team’s creative output. Further, it was observed that the quality of perceived creativity climate (positive and negative) moderated the relationship between diversity and team’s creative output.
Practical implications
The diversity–climate–creativity model presented in the paper may help managers to understand how “deep-level” group composition affects a group’s creative performance. The findings of this study may act as a platform for building effective diversity management policies.
Originality/value
The current research has contributed to the limited team diversity and creativity literature. Based on the experimental study, the paper has uniquely investigated team diversity and creativity link along with examining the role of a mediator (creativity climate) and moderator (quality climate) in the relationship. As the study was conducted in Indian settings, the findings were interpreted based on the typical Indian psycho-social characteristics.
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Joseph Samuel Schultz, Endre Sjøvold and Beate Andre
Globally, elderly populations are increasing at unprecedented rates. This has precipitated change in the way practitioners are thinking of delivering eldercare services…
Abstract
Purpose
Globally, elderly populations are increasing at unprecedented rates. This has precipitated change in the way practitioners are thinking of delivering eldercare services, especially in the public sector. In Norway, innovation scholars, the Norwegian government, and most municipalities delivering eldercare services agree that they must innovate to meet upcoming demands. However, infrastructural impacts are not expected for 15 years. Thus, the more difficult question becomes when a change is so distant, when or with whom should you innovate? The purpose of this paper is to determine innovative readiness by looking at group climate.
Design/methodology/approach
The study will explore the differences between two groups within an organization: one group that participated (participant group) in formal innovation training and and the other group (nonparticipant group that did not participate in the training). The differences in each group’s climate will be explored using a t-test.
Findings
There exist two identifiable group climates within the same organization. The participant group’s climate indicated that their members are ready for innovative change by showing that they are task oriented (C2), engaged (S1), and have an overall positive attitude toward innovation (A1 and A2). On the contrary, the nonparticipant group’s climate indicates that their members are not ready for innovative change. This group has a dominant role of acceptance (D2), rather than pursuing ideas or causes they believe in, they accept those tasks given to them. Each group’s level of innovation understanding was relatively similar prior to any formal training.
Originality/value
This research shows that even though a manager within an organization is championing or encouraging innovative behavior, there can still exist two different group climates: a group that is genuinely interested in innovation and one that is not. Should participation in innovation training be mandatory or voluntary? This study showed the latter that the participant group’s climate indicated its members were more ready for innovative change, while the nonparticipant group’s climate indicated its members were not. This could be an important group dynamic for managers to consider when building a new innovative initiative, especially if that organization struggles with maintaining engagement and positivity for that change.
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Peer van der Helm, Marian Klapwijk, Geert Stams and Peter van der Laan
The Dutch juvenile justice system locks up an increasing number of adolescent boys and girls at a cost of approximately €250,000 for each inmate annually (Boone & Moerings, 2007;…
Abstract
The Dutch juvenile justice system locks up an increasing number of adolescent boys and girls at a cost of approximately €250,000 for each inmate annually (Boone & Moerings, 2007; Tonry, 2005). Questions have been raised, however, about the cost‐effectiveness of treatment in closed institutions. This study, with a sample of 49 adolescents residing in a Dutch youth prison, examined the role of group climate in establishing and maintaining treatment effects. Results show that an open group climate, with group workers paying more attention to the psychological needs of the adolescents and giving them ‘space’ to experiment, led to inmates feeling that they were ‘being understood by the group workers’. This perception of being understood was associated with greater treatment motivation and higher internal locus of control. Positive prison workers in the living group turned out to be a key factor in building an open group climate and subsequently higher internal locus of control and greater treatment motivation.
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Helen Lingard, Tracy Cooke and Nick Blismas
The paper's aim is to document a survey of Australian construction workers that was conducted to examine whether conditions of within‐group homogeneity and between‐group…
Abstract
Purpose
The paper's aim is to document a survey of Australian construction workers that was conducted to examine whether conditions of within‐group homogeneity and between‐group heterogeneity in perceptions of coworkers' safety response were satisfied. The factor structure of coworkers' safety response is to be explored and the relationship between workgroup members' perceptions of their coworkers' safety response and the workgroups' injury rate is to be examined in three organizations.
Design/methodology/approach
A safety climate survey was conducted within three organizations. Retrospective and prospective workgroup injury data were collected from company records. The factor structure of coworkers' safety response was analysed using principal components analysis (PCA). Within‐group homogeneity and between‐group heterogeneity were examined using inter‐rater agreement and analyses of variance respectively. Bivariate correlations were used to explore linkages between perceptions of coworkers' safety response and workgroup injury rates.
Findings
Two distinct factors were indicated by the PCA were labeled “Coworkers' actual safety response” and “Coworkers' ideal safety response”. “Coworkers' actual safety response” demonstrated significant between‐group variance and within‐group consensus in two of the three organizations. No significant between‐group variation was found for ‘Coworkers' ideal safety response'. Neither aspect of coworkers' safety response was consistently significantly correlated with workgroup injury rate.
Research limitations/implications
Further research should examine the relationship between coworkers' safety response and workgroup safety performance using measures other than reportable injury rates.
Practical implications
The confirmation that “Coworkers' actual safety response” is a facet of group safety climate suggests that interventions to develop coworkers' support for safety within workgroups may be helpful. In particular, strategies to speed up the process of assimilation into workgroups through induction and teambuilding exercises should be evaluated.
Originality/value
The study builds on previous research examining group safety climate in construction, providing further evidence that coworkers' safety response items should be included along with supervisors' safety response items in the measurement of group safety climate. The findings suggest important directions for future empirical evaluation of the impact of coworkers' response on workgroup safety climate and performance in the construction industry.
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Ellen Ernst Kossek, Karen S. Markel and Patrick P. McHugh
In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through…
Abstract
In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through hiring over time. This study examined department level consensus and valence regarding an organizational HR strategy to shift demography toward greater diversity in race and sex composition over an eight‐year period. Though the organization had experienced significant change in organizational demography: an increase in the overall representation of white women (36 percent) and minorities (41 percent) over time; work group members in units with the greatest change did not necessarily agree nor hold positive perceptions regarding these HR changes. The results show that HR strategies that focus on structural change without working to develop supportive group norms and positive climate may be inadequate change strategies.
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Yujie Tang and Yang Li
This study examines how ethical leadership (EL) influences followers' willingness to conduct unethical pro-organizational behavior (UPB) via reciprocity beliefs at the individual…
Abstract
Purpose
This study examines how ethical leadership (EL) influences followers' willingness to conduct unethical pro-organizational behavior (UPB) via reciprocity beliefs at the individual level and political climate at the group level.
Design/methodology/approach
Two-point survey data were collected from 423 Chinese followers from 81 groups, and multilevel structural equation modeling was conducted to test the hypotheses.
Findings
Individual-level EL unintentionally increases follower UPB willingness by fostering reciprocity beliefs, while group-level EL intentionally reduces follower UPB willingness by controlling the political climate. The political climate plays both a cross-level moderated mediation role and a mediated moderation role between EL and UPB.
Practical implications
When seeking to decrease followers' intention to conduct UPB, managers are advised to use individual-level EL with care when the focus is on reciprocity, and they should consider using group-level EL more when the focus is on controlling political climate.
Originality/value
The study supports two distinct mediating mechanisms by examining individual-level EL (as a moral person) vs group-level EL (as a moral manager) on UPB, thereby revealing the reason for the mixed effects of EL on UPB.
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Sabina Bogilović, Guido Bortoluzzi, Matej Černe, Khatereh Ghasemzadeh and Jana Žnidaršič
The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity…
Abstract
Purpose
The purpose of this paper is to extend current discussion on the drivers of innovative work behavior (IWB) by exploring how individual perceived diversities (visible dissimilarity and cognitive group diversity) and climates (team/clan and innovative/entrepreneurial) impact IWB.
Design/methodology/approach
Data had been collected from a cross-national study of working professionals (n = 584) from five different cultural contexts.
Findings
Findings of this study indicated that cognitive group diversity mediated the negative relationship between visible dissimilarity and IWB. Further, both innovative/entrepreneurial and team/clan climates moderated the relationship between visible dissimilarity and cognitive group diversity. Such a moderation effect reduced the negative effect that visible dissimilarity had on IWB.
Research limitations/implications
A cross-sectional single-source data set.
Practical implications
From a managerial perspective, climates (team/clan and innovative/entrepreneurial) are central for IWB in the diverse (visible and cognitive) working environment. Thus, organizations should pay attention to create a climate (team/clan or/and innovative/entrepreneurial) that reduces the negative impact of perceived diversity in the working environment while supporting IWB.
Originality/value
This study is the first of its kind that is based on social categorization theory, empirically examining how different types of diversity (visible dissimilarity and cognitive group diversity) simultaneously reduce individuals’ IWB. Furthermore, this paper provides insights that climates (team/clan and innovative/entrepreneurial) are crucial for IWB in the diverse working environment.
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Francisco Gil, Ramón Rico, Carlos M. Alcover and Ángel Barrasa
To analyse the impact of change‐oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation…
Abstract
Purpose
To analyse the impact of change‐oriented leaders on group outcomes. An explanatory model is proposed, in which the team climate (in particular as it relates to innovation) mediates between change‐oriented leadership and group outcomes, while group potency reinforces this relationship.
Design/methodology/approach
This study is designed as a correlative and cross‐level research. The sample comprises 318 health‐care professionals in 78 health‐care teams at different public hospitals throughout Spain.
Findings
Hierarchical regression analysis was used to evaluate mediating and moderating effects. Results offer considerable empirical support for the proposed model.
Research limitations/implications
It would be of interest to increase the sample, differentiate it by service, and to get samples from other sectors, as well as to carry out experimental and longitudinal research. It would also be interesting to further explore the conditions that implement change‐oriented leadership impact, analysing environment, external relations and so on, to examine the relationships between other variables and to study their effects on new forms of work organisation and on virtual teams.
Practical implications
To make more useful change‐oriented leader actions, it would be advisable to identify, modify or improve team climate, using strategies such as management by objectives, delegation and empowerment and so on. It would also be necessary to boost group potency before going ahead with change, for example, by developing the skills of team members, or by fostering the self‐confidence of the team.
Originality/value
This paper contributes to developing actual research about how change‐oriented leaders influence team outputs.
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Helen Lingard, Rita Peihua Zhang and David Oswald
The leadership style and communication practices of supervisors in the Australian construction industry were measured. The purpose of this paper is to investigate the effect of…
Abstract
Purpose
The leadership style and communication practices of supervisors in the Australian construction industry were measured. The purpose of this paper is to investigate the effect of leadership style and communication practices of Australian construction supervisors on workgroup health and safety (H&S) climate and behaviour.
Design/methodology/approach
A questionnaire was administered to members of 20 workgroups engaged in rail construction work on the Level Crossing Removal Project and the Melbourne Metro Tunnel Project in Victoria, Australia. The survey measured components of supervisors’ transformational and transactional leadership, communication practices, the group H&S climate and workers’ self-reported H&S compliance and participation.
Findings
Supervisors’ transformational and transactional leadership, as well as communication practices, were all positively and significantly correlated with group H&S climate and workers’ self-reported H&S behaviours. The transformational leadership component of providing an appropriate model was the strongest predictor of H&S participation, while H&S compliance was predicted by the transactional leadership component of providing contingent reward, as well as supervisors’ communication practices. H&S climate fully mediated the relationship between supervisory leadership and workers’ self-reported H&S behaviour.
Originality/value
The research demonstrates that both transformational and transactional supervisory leadership are important in the construction context. Effective communication between supervisors and workers is also important for H&S. The findings suggest that supervisory leadership development programmes may be an effective way to improve H&S performance in predominantly subcontracted construction workgroups.
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