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Article
Publication date: 25 October 2020

Vera Hagemann, Greta Ontrup and Annette Kluge

This paper aims to explore the influence of collective orientation (CO) on coordination and team performance for interdependently working teams while controlling for…

Abstract

Purpose

This paper aims to explore the influence of collective orientation (CO) on coordination and team performance for interdependently working teams while controlling for person-related and team variables.

Design/methodology/approach

A total of 58 two-person-teams participated in a simulation-based firefighting task. The laboratory study took 2 h for each team. The effects of CO in tasks of increasing complexity were investigated under the consideration of control variables, and the relations between CO, coordination and team performance were assessed using a multivariate latent growth curve modeling approach and by estimating indirect effects in simple mediation models.

Findings

Team members high on CO performed significantly better than low-scoring members. The effect of CO on team performance was independent from an increasing task complexity, whereas the effect of CO on coordination was not. The effect of CO on team performance was mediated by coordination within the team, and the positive relation between CO and performance persists when including group efficacy into the model.

Research limitations/implications

As CO is a modifiable person-related variable and important for effective team processes, additional research on factors influencing this attitude during work is assumed to be valuable.

Practical implications

CO is especially important for highly interdependently working teams in high-risk-organizations such as the fire service or nuclear power plants, where errors lead to severe consequences for human beings or the environment.

Originality/value

No other studies showed the importance of CO for coordination and team performance while considering teamwork-relevant variables and the interdependence of work.

Details

Team Performance Management: An International Journal, vol. 27 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 3 August 2021

Wen 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.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 27 November 2007

Bernice Kotey

The paper seeks to demonstrate the characteristics of group work that are required to teach the attributes of real world venture teamwork in tertiary entrepreneurship programmes.

1491

Abstract

Purpose

The paper seeks to demonstrate the characteristics of group work that are required to teach the attributes of real world venture teamwork in tertiary entrepreneurship programmes.

Design/methodology/approach

One‐tailed Spearman correlation analysis is used to assess the associations between students' grades in four group assessment tasks involving different levels of complexity and collaboration and the attributes of teamwork.

Findings

The results indicate that students learn more of the attributes of venture teamwork, the more complex the group task, and the more collaboration required to complete it.

Research limitations/implications

The results cannot be generalised due to the small sample size and restriction of the sample to one course in entrepreneurship. However, the findings are valid conceptually; thus the study makes important contributions to knowledge.

Practical implications

The findings should help tertiary educators to improve the design and implementation of their group assessment tasks to reflect the attributes of real world venture teamwork.

Originality/value

While considerable work has been carried out on entrepreneurship education at the tertiary level, limited attention has been paid to teaching venture teamwork as part of entrepreneurship programmes. Academics often claim that their courses cover the attributes of venture teamwork when students work co‐operatively rather than collaboratively on assessment tasks. The study identifies attributes of group work in the classroom that are consistent with real world venture teamwork.

Details

Education + Training, vol. 49 no. 8/9
Type: Research Article
ISSN: 0040-0912

Keywords

Book part
Publication date: 31 December 2003

Jeremy C Short, Timothy B Palmer and David J Ketchen

The resource-based view of the firm and strategic groups research are two of the most investigated frameworks in strategic management. Historically, assumptions behind these two…

Abstract

The resource-based view of the firm and strategic groups research are two of the most investigated frameworks in strategic management. Historically, assumptions behind these two views have seemingly put them at odds. The resource-based view of the firm argues that sustained competitive advantage is best attained when firms have unique resources, while strategic groups research argues that a number of firms within the same industry can achieve sustained profitability with strategies that are similar to one another, but distinct from other industry members. The two views focus on different levels of analysis and each largely ignores the other’s focal level. Yet neither offers any propositions that are incompatible with the tenets of the other. Thus, conceptual integration that crosses levels of analysis is possible and potentially fruitful. Indeed, some strategic groups research has begun to bridge the gap between these two theories by suggesting that firm differences exist both within and between strategic groups. This article adopts a multi-level view by developing propositions concerning contingencies when firm differences, group processes, or both may lead to sustained competitive advantage. Implications for practitioners as well as suggestions for future theory building and empirical tests are also discussed.

Details

Multi-Level Issues in Organizational Behavior and Strategy
Type: Book
ISBN: 978-0-76231-039-5

Book part
Publication date: 19 September 2012

Don A. Moore and Elizabeth R. Tenney

Purpose – The purpose of this chapter is to explore the question of whether there is an optimal level of time pressure in groups.Design/approach – We argue that distinguishing…

Abstract

Purpose – The purpose of this chapter is to explore the question of whether there is an optimal level of time pressure in groups.

Design/approach – We argue that distinguishing performance from productivity is a necessary step toward the eventual goal of being able to determine optimal deadlines and ideal durations of meetings. We review evidence of time pressure's differential effects on performance and productivity.

Findings – Based on our survey of the literature, we find that time pressure generally impairs performance because it places constraints on the capacity for thought and action that limit exploration and increase reliance on well-learned or heuristic strategies. Thus, time pressure increases speed at the expense of quality. However, performance is different from productivity. Giving people more time is not always better for productivity because time spent on a task yields decreasing marginal returns to performance.

Originality/value of chapter – The evidence reviewed here suggests that setting deadlines wisely can help maximize productivity.

Details

Looking Back, Moving Forward: A Review of Group and Team-Based Research
Type: Book
ISBN: 978-1-78190-030-7

Keywords

Book part
Publication date: 4 September 2003

Oliver Koll

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective…

Abstract

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.

Details

Evaluating Marketing Actions and Outcomes
Type: Book
ISBN: 978-0-76231-046-3

Book part
Publication date: 8 November 2010

Richard L. Moreland and Jamie G. McMinn

Many papers have been written about group reflexivity. Testimonials by practitioners often contain strong claims about its performance benefits. Research papers, by scientists…

Abstract

Many papers have been written about group reflexivity. Testimonials by practitioners often contain strong claims about its performance benefits. Research papers, by scientists, seem to support such claims at first glance, but a closer look reveals methodological problems and weak results, even in the studies that show performance benefits, and there are several studies that show no performance benefits. We have begun our own program of research on group reflexivity, and so far, we have found no performance benefits either. All of this suggests that enthusiasm for group reflexivity should be tempered, until more and better research has been done.

Details

Advances in Group Processes
Type: Book
ISBN: 978-0-85724-329-4

Book part
Publication date: 8 August 2005

Stanley M. Gully and Jean M. Phillips

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing…

Abstract

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-76231-215-3

Article
Publication date: 2 February 2023

Min Zuo, Jiangnan Qiu and Jingxian Wang

Online collaboration in today's world is a topic of genuine interest to Internet researchers. The purpose of this paper is to explore the role of group knowledge heterogeneity…

Abstract

Purpose

Online collaboration in today's world is a topic of genuine interest to Internet researchers. The purpose of this paper is to explore the role of group knowledge heterogeneity (GKH) in open collaboration performance using the mediating mechanisms of group cognition (GC) and interaction to understand the determinants of the success of online open collaboration platforms.

Design/methodology/approach

Study findings are based on partial least squares structural equation modeling (PLS-SEM), the formal mediation test and moderating effect analysis from Wikipedia's 160 online open collaborative groups.

Findings

For online knowledge heterogeneous groups, open collaboration performance is mediated by both GC and collaborative interaction (COL). The mediating role of GC is weak, while the mediating role of COL is strengthened when knowledge complexity (KC) is higher. By dividing group interaction into COL and communicative interaction (COM), the authors also observed that COL is effective for online open collaboration, whereas COM is limited.

Originality/value

These findings suggest that for more heterogeneous large groups, group interaction would explain more variance in performance than GC, offering an in-depth understanding of the relationship between group heterogeneity and open collaboration performance, answering what determines the success of online open collaboration platforms as well as explaining the inconsistency in prior findings. In addition, this study expands the application of Interactive Team Cognition (ITC) theory to the online open collaboration context.

Article
Publication date: 13 September 2022

Adefemi Aka, Abdulkabir Opeyemi Bello, Adebisi Abosede Bamgbade and Abdulquadri Ade Bilau

Age is one of the critical factors used by many organizations to determine employees' performance. It is being considered in the retirement process of construction professionals…

Abstract

Purpose

Age is one of the critical factors used by many organizations to determine employees' performance. It is being considered in the retirement process of construction professionals. However, age as a critical factor is not considered in the recruitment of a specific set of workers in the construction industry. Therefore, this study investigated the significant relationship between the ages of tradespeople and their performance in construction projects. The study also explored the age at which performance begins to decline and proposes strategies that can be used to sustain their effectiveness before the official retirement age.

Design/methodology/approach

Mixed methods research designs were adopted in the study. To be precise, physical observations, interviews and questionnaires were the instruments used for data collection in the mixed methods research design.

Findings

The outcomes of the study revealed that the age groups of tradespeople in the Nigerian construction industry are 16–30 (group one), 31–45 (group two) and 46–58 (group three) respectively. Group three is the prevalent age group. It was also discovered that performance begins to decline at 53 years. The age-performance decline of tradespeople in Nigerian construction projects can be delayed through certain strategies such as regular strength training exercises and an adequate nutritional lifestyle.

Research limitations/implications

The study enables construction managers to have an adequate understanding of the negative influence of old age on the performance of tradespeople in construction projects. This will enable construction firm managers to recruit from the age range of 16–52 and stop retiring employees within this age bracket, consequently curbing the skills gap which is prevalent in the study context and the global construction industry. The study is limited to tradespeople performance in construction firms in Abuja, Nigeria where there are several ongoing projects on a daily basis.

Practical implications

The study enables project managers to estimate the number of tradespeople required for a particular task and consequently save the aged tradespeople from health risks associated with excessive workloads.

Originality/value

This paper is the first of its kind to be conducted in the study context, to establish the specific age at which performance begins to decline among construction tradespeople.

Details

Engineering, Construction and Architectural Management, vol. 31 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

31 – 40 of over 213000