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1 – 10 of over 6000Ipek Kocoglu, Gary Lynn, Yunho Jung, Peter G. Dominick, Zvi Aronson and Pamela Burke
The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept…
Abstract
Purpose
The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening.
Design/methodology/approach
The authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modeling augmented with in-depth team interviews.
Findings
The findings showed that: teams demonstrate that they listen by taking action, teams that exhibit action listening are more successful, there is a direct relationship between team trust and team action listening and team commitment negatively moderates this relation in larger teams.
Practical implications
Managers should encourage taking action in team discussions. Yet, they should be wary of the detrimental effects of team commitment to team action listening particularly in teams with high trust. Commitment increases the risk of groupthink and decreases the participation to team discussions and listening. In particular, managers may benefit from keeping the team smaller, as in large teams, commitment suppresses the relationship between trust and team action listening.
Originality/value
This study extends research on team listening by adding the action aspect that distinguishes successful teams. It is one of the first to investigate the interrelationships between team trust, commitment, team action listening and success in teams.
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Vicente Martínez-Tur, Agustín Molina, Carolina Moliner, Esther Gracia, Luisa Andreu, Enrique Bigne and Oto Luque
The purpose of this paper is to propose that the manager’s perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In…
Abstract
Purpose
The purpose of this paper is to propose that the manager’s perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In turn, the manager’s trust in team members is related to team members’ trust in the manager. Furthermore, engagement and burnout at the individual level are considered outcomes of trust reciprocity.
Design/methodology/approach
The authors test this trust-mediated multilevel model with a sample of 95 managers and 754 team members working in services for people with intellectual disability. These services are delivered by team-based structures of workers who perform coordinated tasks.
Findings
The findings suggest that service quality delivered by team members is positively and significantly related to the manager’s trust in them. The results also suggest that the manager’s trust in team members leads to the trust that managers received by team members. Finally, team members who trust their managers show less burnout and high engagement.
Research limitations/implications
Previous literature has neglected the reciprocity of trust. In contrast, this research study considered the perspective of both managers and team members and how this reciprocity of trust is related to service quality and well-being at work.
Practical implications
The current study highlights the critical role of service quality and achieving high-quality relationships between managers and team members.
Originality/value
Performance and well-being are compatible because team members’ efforts are compensated by forming relationships with managers based on trust, and the quality of these relationships, in turn, prevents burnout and stimulates engagement among employees.
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Trevor N. Fry, Kyi Phyu Nyein and Jessica L. Wildman
Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research…
Abstract
Purpose
Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research designs. The purpose of this chapter is to provide a concise summary of the existing literature on team trust over time, and to offer a conceptual model of team-level trust development over time to aid future research on this topic.
Methodology/approach
We draw from the Input–Mediator–Output–Input (IMOI) framework, as well as previous multilevel models of organizational trust development, and published findings from longitudinal team trust studies.
Findings
Taking a temporal perspective, we consider how team-level mediators and outcomes can both predict and be predicted by team trust trajectories and feedback loops over time, as well as how those relationships with team trust might change based on the existence of other moderating variables including trust violation and repair.
Research implications
Future longitudinal team research may use the model as a starting point for investigating the antecedents, as well as the team processes and dynamic emergent states, that can effectively predict trajectories of team trust across various stages of teamwork.
Practical implications
Based on our review of extant literature, we provide several recommendations for training and organizational intervention including the importance of management’s consideration of team-level trust in providing feedback, enhancing cohesion, and mitigating conflict.
Originality/value
We provide insight into the development of team trust trajectories and offer a framework to help guide future longitudinal team trust research.
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Stephen M. Fiore, Dorothy R. Carter and Raquel Asencio
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and…
Abstract
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and discuss the differentiation between team-related and task-related definitions of each. In so doing, we discuss their relevance to team effectiveness in science teams and provide guidance on notional areas of research for understanding how these are related to effectiveness in science teams.
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Torbjørn Bjorvatn and Andreas Wald
With faster innovation and shorter product cycles, time pressure is a highly relevant factor affecting contemporary business processes. This study aims to extend prior research on…
Abstract
Purpose
With faster innovation and shorter product cycles, time pressure is a highly relevant factor affecting contemporary business processes. This study aims to extend prior research on the effects of velocity at the firm level by considering the effect of time pressure on knowledge transfer effectiveness (KTE) on the team level and the role of trust as a mediator of this effect.
Design/methodology/approach
We empirically assess the impact of time pressure on knowledge transfer effectiveness in teams. Further, we test the mediating effect of trust on this relationship. We study a sample of 285 project teams applying partial least squares structural equation modeling (PLS-SEM).
Findings
The authors find that time pressure is negatively associated with KTE. Moreover, trust among team members has a complementary mediating effect on this relationship. Thus, while trust is urgently needed for enhancing KTE under time pressure, time pressure reduces trust-building too.
Research limitations/implications
This study establishes empirically the importance of time pressure and trust as drivers of KTE in teams. The contribution connects the field of knowledge management to important streams in the wider business literature: organization studies, management, strategic management, project management, innovation etc. Whereas the model is parsimonious, it has high explanatory power and high generalizability to other contexts.
Practical implications
Team managers should take care to allow enough time for knowledge transfer within the team. This is particularly important when knowledge sharing is central, e.g. in innovation, development and change processes. If this is not possible, measures should be taken to maintain trust among team members.
Social implications
Effective knowledge management enhances the performance of business entities and public-sector organizations alike. Today, both the private and public sectors are under considerable pressure to increase both efficiency and effectiveness. Effective knowledge transfer within teams is a core capability to achieve this goal. More effective organizations result in more competitive private firms, more employment opportunities and improved public services to citizens.
Originality/value
Time pressure is an increasingly relevant factor in contemporary business but so far little explored in research. This study extends current knowledge by considering the effect of time pressure on KTE.
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Fangfang Xia, Changfeng Wang, Rui Sun and Mingyue Qi
This study aims to identify an antecedent that hinders knowledge sharing, namely, the perceived climate of Cha-xu. Based on the social exchange perspective, the authors propose a…
Abstract
Purpose
This study aims to identify an antecedent that hinders knowledge sharing, namely, the perceived climate of Cha-xu. Based on the social exchange perspective, the authors propose a theoretical model that links the perceived climate of Cha-xu to employee knowledge sharing. This model focuses on the mediating role of two types of trust (vertical and horizontal trust) and the moderating role of task interdependence in influencing the mediation.
Design/methodology/approach
Using a sample of 509 Chinese employees, this study carried out a survey on an online platform. This study developed a structural equation model and tested the moderated mediation hypothesis by using Mplus 8.0.
Findings
The results showed that two types of trust act as mediators in the relationship between the perceived climate of Cha-xu and knowledge-sharing processes. The mediating effect of horizontal trust is stronger. Most significantly, findings show that this mediated relationship is contingent on the level of task interdependence.
Originality/value
This paper provides evidence for distinguishing vertical trust and horizontal trust in the field of knowledge management. From a managerial perspective, this study identifies traditional cultural factors for hindering knowledge-sharing processes within Chinese organizations.
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This study examines trust-repair practices at the team level after organizational change.
Abstract
Purpose
This study examines trust-repair practices at the team level after organizational change.
Design/methodology/approach
A qualitative research approach was adopted, and data were collected from key informants through focus group discussions and interviews. The data analysis involved thematic coding and followed the structured procedure.
Findings
This study found that after organization change, trust can be repaired at the team level by improving team leaders' information sharing and knowledge in change management, and by enforcing communication, collaboration and ethical behaviour among team members.
Research limitations/implications
This paper makes three key contributions by (1) identifying trust violations in teams, (2) proposing trust-repair mechanisms and (3) extending the understanding of trust-repair and preservation at the team level following organizational change.
Practical implications
This paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.
Originality/value
This paper outlines active trust-repair mechanisms in an organizational change context and expands the current theory by presenting novel insights into organizational trust-repair at the team level. This study contributes to trust literature by proposing promising avenues for future trust-repair research.
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Yang-Jun Li, Christy M.K. Cheung, Xiao-Liang Shen and Matthew K.O. Lee
As digital spaces for team collaboration, virtual worlds bring considerable verisimilitude to technology-mediated social interaction and change the process of traditional team…
Abstract
Purpose
As digital spaces for team collaboration, virtual worlds bring considerable verisimilitude to technology-mediated social interaction and change the process of traditional team learning. The purpose of this study is to understand how to promote collaborative learning in virtual worlds by leveraging the power of we-intention to participate in virtual worlds. The authors further use the valence–instrumentality–self-efficacy–trust model (VIST) model as a means of understanding the formation of we-intention to participate in virtual worlds, during which behavioral desire serves a bridging role.
Design/methodology/approach
The authors tested the research model using the data gathered from 298 users of a prominent form of virtual world, i.e. massively multiplayer online role-playing games. The authors used the structural equation modeling approach and the partial least squares technique for data analysis.
Findings
Results show that the four factors of the VIST model (i.e. valence on team goals, instrumentality of contribution, self-efficacy in team tasks and trust in team members) all positively influence we-intention to participate in virtual worlds through behavioral desire for team actions. We-intention to participate in virtual worlds further exerts a stronger positive effect on collaborative learning in virtual worlds, compared with I-intention to participate in virtual worlds.
Originality/value
This work advances the information systems literature by introducing a relevant and important concept, i.e. we-intention, to explain collaborative learning in virtual worlds. This study especially compared the effect of we-intention and I-intention on collaborative learning in virtual worlds. The results of this work also provide practitioners with insights into the role of we-intention in promoting collective actions in virtual worlds.
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Kara A. Arnold, Julian Barling and E. Kevin Kelloway
This paper investigates the differential effects of transformational leadership and the “iron cage” on trust, commitment and team efficacy at the team level. Transformational…
Abstract
This paper investigates the differential effects of transformational leadership and the “iron cage” on trust, commitment and team efficacy at the team level. Transformational leadership has been shown to have positive effects on trust, commitment and team efficacy. However, it could be argued that these results are not due to the leadership but to the idea that the team has developed strong norms that constrain their behavior and “force” them to perform. The rival hypothesis that the iron cage results in trust, commitment and team efficacy is tested using hierarchical regression analysis. We find that transformational leadership in teams predicts trust, commitment and team efficacy over and beyond the perceptions of the iron cage. The iron cage adds to the prediction of commitment only. Results suggest that while encouraging strong values and norms within a team will lead to increased commitment, focusing on transformational leadership in teams is a more effective way to encourage the development of trust, commitment and team efficacy.
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This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory suggests…
Abstract
This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory suggests that both social- and task-related processes are essential in order for diverse teams to achieve their full potential. Furthermore, these team processes evolve over time, creating even more complexity related to technology commercialization. A panel of teams is surveyed over time to capture this dynamism and the role of key social and task processes. Results suggest that social team processes, such as cohesion and identification, predict affective performance (i.e., team satisfaction and commitment). Objective team performance is primarily a function of task cohesion and trust. Furthermore, affective performance serves as a mediator between social team processes and objective performance for these high-tech teams. Post-hoc analyses examine the differences in the development of both task and social processes for high- and low-performing teams. High-performing teams have higher levels of task-focused interaction, functional conflict and task cohesion early on in the commercialization process as compared with low-performing teams. Effective teams establish key social processes early on, which provides the foundation for team success.