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This study aims to investigate the relationship between individuals' preference for teamwork and communities of practice (CoPs) mediated by individuals' concern for team members built from the perspective of social learning system for knowledge sharing and learning. A cross-sectional study with data collected from the respondents through a convenience, non-random, non-probability sampling technique was employed in this research. The data of 240 were collected from the respondents belonging to manufacturing and service organizations in India and analyzed through confirmatory factor analysis, multiple regression analysis and PROCESS macro from Hayes with bootstrapping technique. The findings from the analysis showed a positive relationship between individuals' preference for teamwork and CoPs, while concern for team members mediated the relationship between preference for teamwork and CoPs. When employees prefer to work in teams, they positively consider participating in CoPs. Thus, organizations should strategically formulate conditions for employees to enable them to prefer working in teams and groups so that they collaborate as CoPs for knowledge creation, sharing and learning. Such learning through CoPs can pave the way for skill development and high-quality performance, thereby evolving as a framework for human capital development. This chapter provides an understanding of the relationship between individual employees' preference for teamwork and CoPs, mediated by individuals' concern for team members in an Indian context. Implications for theory and practice are discussed, along with limitations and future research direction.

Collaboration and preference for teamwork play a fundamental role in strengthening practical completion of team tasks. An organizational culture should facilitate learning systems where knowledge creation occurs through socialization. The purpose of this study is to develop a moderated mediation model, investigating the conditional indirect effect of co-worker support on the relationship between preference for teamwork and communities of practice.

Questionnaire survey was conducted via Google Forms to collect data from 210 employees working in the private and public sector in India. Hayes PROCESS macro models were used for analyzing the mediation of personal interaction and moderation of co-worker support.

This study showed evidence regarding the mediating role of personal interaction on the relationship between preference for teamwork and communities of practice. Co-worker support moderated the relationship between personal interaction and communities of practice. It also moderated the conditional indirect effect.

The results approve the substantial role of preference for teamwork in influencing personal interaction and communities of practice. The mediating role of personal interaction on preference for teamwork and communities of practice can lead to creation and sustenance of communities of practice. Furthermore, the moderating role of co-worker support as a conditional indirect effect shows that social support and exchange can lead to social learning.

Theoretical explanations and analytical approaches provide insights into the relationship between the preference for teamwork and communities of practice through a conditional indirect effect, a one of its kind of a study.

The aim of this article is to empirically investigate the effect of co-worker support on communities of practice with a sequential mediating effect of concern for team members and preference for teamwork.

The data of 216 were gathered from respondents employed as full-time personnel in public and private sector organizations in India using a survey questionnaire. Confirmatory factor analysis, structured equation modelling and regression analysis were applied to test the formulated hypothesis. Hayes PROCESS macro model was also used to estimate the indirect effects with bootstrap resamples.

The study's findings revealed the mediating effect of concern for team members and preference for teamwork on the relationship between co-worker support and communities of practice in a sequential manner. The total and direct consequence of co-worker support on communities of practice was also substantial.

This article offers an understanding of the process through which co-worker support is related to communities of practice. This study is the first of its type, basically in the Indian context to the best of the authors’ knowledge.

What motivates employees to show concern for their team or in-group members, and why is it vital to prefer teamwork and receive support from co-workers at the workplace? Given the significance of social relations in the workplace and drawing from social exchange theory, the present study seeks to examine the association between personal interaction with concern for team members by identifying preference for teamwork and co-worker support (CWS) mediating the relationship.

The data of 261 collected from employees working in varying public and private sector Indian enterprises were analyzed using confirmatory factor analysis, Structural Equation Modelling (SEM) and Hayes PROCESS macro to investigate the multiple mediation analysis.

The findings showed a positive relationship between personal interaction and concern for the team member, which elaborates that increasing personal interaction among employees tends to display concern for their team members. Moreover, teamwork preference and CWS mediated the relationship, demonstrating that preferring teamwork and receiving support from co-workers, the propensity to concern for team members is influenced by personal interaction.

This research pinpoints how personal interaction among members may develop a feeling of belongingness, leading to concern for their team members. With the inclusion of employees in teamwork and creating a cordial work environment, employees prefer working in groups and teams; they may feel responsible for their group and its members, ultimately helping improve the organization's human capital.

This study contributes to the employee and organizational development by unveiling how employees may develop cordial social relationships through personal interaction, preferring teamwork and CWS.

The purpose of this study is to address two gaps in the existing literature. The first is why some team members have peers depend on them for material, information, and support (referred to as initiated task interdependence) more so than do others, ceteris paribus. The second is the appropriateness of initiated interdependence given a team's composition.

In an ex post facto field study, task interdependence in 267 members of 18 intact teams were examined. The teams worked on complex and inherently interdependent tasks in a high‐technology manufacturing organization.

Whether team members perceived initiated task interdependence was explained by the degree to which members themselves depend on their peers (received interdependence), team members' belief in the value of teamwork, and team members' self‐efficacy for teamwork. As predicted, both collectivism and past job performance were associated with self‐efficacy for teamwork. The relationship between initiated interdependence and individual effectiveness was moderated by the team's collectivist orientation, such that team members were considered relatively effective by their peers when they were high in initiated task interdependence and when their team was composed of collectivists; or when they were low in initiated interdependence and when their team was composed of individualists.

Although a one‐factor test suggests that common method bias is not an overriding concern in interpreting our findings, the possibility of common method bias inflating the associates tested cannot be rules out. Also, we cannot say with certainty that exogenous variables “caused” changes in endogenous variables.

Study findings suggest ways to resolve a lack of task interdependence and the importance of team composition when considering peer performance ratings.

This paper offers a significant contribution to the literature on task interdependence and person‐group fit.

The purpose of this paper is to examine differences in team‐related behaviours, skills, attitudes and values on the part of female Arab students with different educational experiences.

A survey instrument was administered to two female Arab student groupings: one from a single‐gender, single‐nationality university (n=77), the second from a co‐educational, mixed nationality university (n=41). Based on a literature review, respondents were asked to recall their most recent team experience and respond to a number of items relating to team member demographics, team performance and individual team‐related behaviours and attitudes.

The findings show significant differences between the two groups in relation to individual behaviours and attitudes to teamwork, and in reports of team performance. Those students working in homogenous teams reported healthier levels of team performance, and a more positive attitude to working in teams. However, they were also found to be significantly more likely to engage in behaviours detrimental to effective team functioning, such as hiding true voice and changing views to accommodate the team, and expressed lower preference for working in heterogeneous teams.

Given the multi‐cultural and mixed gender nature of (much of) the workplace within the Gulf region, and government policy aimed at increasing the number of females active in the workforce, the observed differences in team behaviours and attitudes have implications for both education policy and the development of teamworking skills, and workplace management, in terms of employee recruitment, selection and placement, socialisation and training.

Females are playing an increasing role in the workforce of many Arab nations. However, to date little research has been carried out into the work‐related values and attitudes of Arab females. This is especially so in the area of working in multi‐cultural and mixed gender teams. The present paper helps address this gap.

The purpose of this paper is to research factors like task-orientation and collectivism and to examine the relationship between them and goal-setting as research construct. This research investigates the phenomena of team goal-setting in a selected sports organisation. Therefore 49 players from three Portuguese elite male handball team were selected for the study.

Three well-known questionnaires were employed to determine the relationships between the above factors in a case setting. Task- and ego-orientation in Sport Questionnaire, the Jackson Psychological Collectivism Measure and the Goal-setting in Sport Questionnaire.

The results reveal that the team and players are task-oriented, collectivist and possessing professional and personal goal habits. The correlations between questionnaire outcomes indicate that, when the team wants to set goals, it should consider the players’ orientation and the team’s collectivism. Thus team goal-setting is more than only goal-setting, because of the need for task-orientation and collectivism.

The research was conducted using three teams in a specific sports and thus cannot be generalised to the general sports environment. Yet, certainly the strength of the findings indicate that the results and conclusions may be used in a wider sports or business setting.

This research paper should provide managers and coaches with insight into the complexity of team goal-setting. It also should provide insight into the chosen process related to human resources.

The paper adds and demonstrates to the literature on team goal-setting the importance of task-orientation and collectivism as goal-setting mediators.

The purpose of this replication study is to identify relevant individual and contextual factors influencing learning from errors at work and to determine if the predictors for learning activities are the same for the domains of nursing and retail banking.

A cross-sectional replication study was carried out in retail banking departments of a German bank. In a pre-study, interviews were conducted with experts (N = 4) of retail banking. The pre-study was necessary to develop vignettes describing authentic examples of error situations which were part of the questionnaire. The questionnaire was filled out by 178 employees.

Results indicate that the estimation of an error as relevant for learning positively predicts bankers’ engagement in social learning activities. The tendency to cover up an error predicts bankers’ engagement negatively. There are also indirect effects of error strain and the perception of a safe social team climate on the engagement in social learning.

This paper contributes to the generalization of results by transferring and testing a model of learning from errors in a domain different from the previous domains where this topic was investigated.

Teams are best positioned for success when certain enabling conditions are in place such as the right mix of individuals. Effective team staffing considers team members’ knowledge, skills, abilities, and other characteristics (KSAOs) as well as the configuration of team member KSAOs and their relations, called team composition. In practice, however, how to integrate team composition considerations into team staffing to facilitate outcomes such as team cohesion can seem nebulous. The purpose of this chapter is to describe how team member KSAOs and their configurations and relations affect team cohesion, and suggest how this information can inform team staffing. We frame team cohesion as an aspect of team human capital to understand when it may be an important consideration for staffing. We describe multilevel considerations in staffing cohesive teams. We summarize theories that link team composition to team cohesion via interpersonal attraction, a shared team identity, and team task commitment. Finally, we propose a six-step approach for staffing cohesive teams, and describe a few areas for future research.

This paper aims to highlight areas in which targeted management training will have the greatest impact on creating effective teams.

The current best practices from the research literature are presented such that a reasonable program of management training for effective teamwork is proposed.

Training professionals have an opportunity to demonstrate their value to organizations by delivering targeted training about how to manage teams through the planning, staffing, launch, and conclusion of a team.

Professional trainers can provide a needed link from the known best practices for managing teamwork to educating team managers about how to instill those best practices within their teams.

This paper links factors leading to effective teamwork with a rational for and the key subjects areas that should comprise management training focused on the effective management of teams.