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Article
Publication date: 10 August 2015

Rhetta L. Standifer, Anneloes M.L. Raes, Claudia Peus, Ana Margarida Passos, Catarina Marques Santos and Silke Weisweiler

The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared…

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Abstract

Purpose

The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction.

Design/methodology/approach

The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time.

Findings

Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time.

Research limitations/implications

This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables.

Practical implications

These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC.

Social implications

The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective.

Originality/value

This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings.

Details

Journal of Managerial Psychology, vol. 30 no. 6
Type: Research Article
ISSN: 0268-3946

Keywords

Book part
Publication date: 8 April 2004

Allen C Bluedorn and Rhetta L Standifer

The temporal imagination is the understanding of the intersection of one entity’s timescape with the larger timescapes of which that entity is a part. We examine in detail what…

Abstract

The temporal imagination is the understanding of the intersection of one entity’s timescape with the larger timescapes of which that entity is a part. We examine in detail what the temporal imagination is, complemented with a discussion of the related timescape idea, and why the temporal imagination is necessary to function in any timescape. We also discuss group attributes that will likely affect the development of the temporal imagination and its use and how its use in group boundary spanning efforts affect both the groups and the larger organization.

Details

Time in Groups
Type: Book
ISBN: 978-0-76231-093-7

Book part
Publication date: 8 April 2004

Abstract

Details

Time in Groups
Type: Book
ISBN: 978-0-76231-093-7

Book part
Publication date: 8 April 2004

Abstract

Details

Time in Groups
Type: Book
ISBN: 978-0-76231-093-7

Article
Publication date: 1 February 1999

Nam‐Hyeon Kim, Dong‐Won Sohn and James A. Wall

The first of two exploratory studies investigated the conflict management approaches of 310 South Korean leaders. Each recalled the most recent dispute they had encountered either…

Abstract

The first of two exploratory studies investigated the conflict management approaches of 310 South Korean leaders. Each recalled the most recent dispute they had encountered either between two subordinates or between a subordinate and a person outside the workgroup (i.e., an outsider). Subsequently, they reported the techniques used to manage the dispute. As predicted, the leaders were more assertive in managing subordinate‐subordinate conflicts. Unexpectedly, they also pressed their own subordinates quite forcefully in the subordinate‐outsider disputes. The second study investigated subordinates' interventions in their leaders’ disputes. In these conflicts, subordinates adopted a low‐key shuttle diplomacy; meeting separately with the parties, listening to their opinions, transmitting these to the other side, and calling for each side's empathy and understanding.

Details

International Journal of Conflict Management, vol. 10 no. 2
Type: Research Article
ISSN: 1044-4068

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