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1 – 10 of over 4000Ahmad Nabeel Siddiquei, Hassan Imam and Fahad Asmi
Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure…
Abstract
Purpose
Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure in the relationship between temporal leadership and project success within sustainable construction projects.
Design/methodology/approach
The multi-source and multi-wave data were collected via self-administered questionnaires from teams working on sustainable construction projects. The direct and mediating hypotheses were tested using multi-level structural equation modelling, while moderated mediation hypotheses were examined by applying the bootstrap method using SPSS Process Macro.
Findings
The results showed that temporal leadership enables project success via shared temporal cognitions. Temporal leadership is most beneficial for facilitating project success via shared temporal cognitions when teams experience high time pressure.
Originality/value
This is the first study examining shared temporal cognitions as a mediator of the relationship between temporal leadership and project success. Also, this is the first study that considered time pressure as a boundary condition that influences the relationships between temporal leadership, shared temporal cognitions and project success within sustainable construction projects. The study provides valuable advice to project managers and project-based construction organizations about using and managing time within projects.
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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…
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.
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Jessica Mesmer-Magnus, Ashley A. Niler, Gabriel Plummer, Lindsay E. Larson and Leslie A. DeChurch
Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic…
Abstract
Purpose
Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis still hold with the inclusion of newly published research? The paper aims to discuss this issue.
Design/methodology/approach
The authors updated DeChurch and Mesmer-Magnus’ meta-analytic database with newly published studies, nearly doubling its size, and reran their original analyses examining the role of team cognition in team process and performance.
Findings
Overall, results show consistent effects for team cognition in team process and performance. However, whereas originally compilational cognition was more strongly related to both team process and team performance than was compositional cognition, in the updated database, compilational cognition is more strongly related to team process and compositional cognition is more strongly related to team performance.
Originality/value
Meta-analyses are only as generalizable as the databases they are comprised of. Periodic updates are necessary to incorporate newly published studies and confirm that prior findings still hold. This study confirms that the findings of DeChurch and Mesmer-Magnus’ (2010) team cognition meta-analysis continue to generalize to today’s teams.
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Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which…
Abstract
Purpose
Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship.
Design/methodology/approach
Within a longitudinal experimental study on 22 student project teams working on a complex problem-solving task, the effects of repeated team reflection interventions on the development of team performance and team mental models over six measuring times were analysed.
Findings
Results show that team reflections caused significant increases in team performance and team mental models over time. Results also provide evidence that team mental models’ quality mediates the effects of team reflections on team performance.
Research limitations/implications
The results are interesting for both research fields, team reflection and team mental models, as the findings indicate the merits of recurrent reflection for improving team mental models’ quality.
Practical implications
For organisational practice, the question of how reflection processes can be deliberately triggered in teams and effectively integrated into the daily routine should be considered.
Originality/value
The findings accentuate the role of team reflections for improving team performance team mental models over time. By continuous reflecting teams increase awareness and insights into effective team processes and strategies (i.e. shared and accurate team mental models), which lead to better performance.
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The increasing presence of traditional or new forms of robots at work demonstrates how the copresence of workers and robots might reframe work and workplaces and consequently…
Abstract
Purpose
The increasing presence of traditional or new forms of robots at work demonstrates how the copresence of workers and robots might reframe work and workplaces and consequently arouse new human resource management (HRM) questions regarding how to manage the spatiotemporal change of work in organizations. Based on a spatiotemporal perspective, this conceptual article examines the implication of new spatiotemporal dynamics of work, which are generated by the interaction between workers and traditional or new forms of robots that are driven by advanced digital technologies, for HRM.
Design/methodology/approach
The article begins by carrying out a selective review focusing on the studies that enhanced the comprehension of the digital-driven spatiotemporal dynamics of work. It then presents a spatiotemporal framework from which it examines the implications of digital-driven spatiotemporal work boundaries for HRM. The article ends by underscoring the theoretical and empirical importance of taking more interest in new spatiotemporal forms of work for developing the HRM of the future.
Findings
By developing the notion of workuniverses, which denotes the spatiotemporal boundaries generated by the act of working through the interaction between workers and different forms of robots, this research first develops a theoretical framework that discerns three forms of spatiotemporal dynamics forming workuniverses at different levels and two spatiotemporal arrays for managing the spatiotemporal change of work in organizations. The HRM questions and ethical concerns generated by the formation of workuniverses are then revealed through four focuses: the management ethics in workuniverses, individuals' spatiotemporal well-being, collective spatiotemporal coordination and spatiotemporal change management in workuniverses.
Originality/value
This research provides an original perspective, which is the spatiotemporal perspective, to examine the new spatiotemporal dynamics that form workuniverses and the HRM questions and concerns generated by the increasing interaction between workers and different forms of digital-driven robots.
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This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves…
Abstract
Purpose
This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.
Design/methodology/approach
Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.
Findings
The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.
Practical implications
Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.
Originality/value
This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.
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Xianchun Zhang, Zhu Yao, Wan Qunchao and Fu-Sheng Tsai
Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial…
Abstract
Purpose
Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics.
Design/methodology/approach
The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses.
Findings
The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security.
Originality/value
The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.
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Conference presentations covered a broad range of topics. For example, Brett, Weingart and Olekans presented work that examines patterns in how group negotiations unfold over…
Abstract
Conference presentations covered a broad range of topics. For example, Brett, Weingart and Olekans presented work that examines patterns in how group negotiations unfold over time; while Chen, Blount and Sanchez-Burks explored how group status structures influence how members align the pace of their tasks within a group. Zellmer-Bruhn, Waller and Ancona initiated the study of how groups can use pauses in work cycles to break out of embedded routines; while Medvec, Berger, Liljenquist and Neale sought to examine how organizational work groups can avoid the pitfalls of short-term time pressure in decision making.
The purpose of this paper is to explore the dimensions of temporality that are rarely considered in the literature on leading change.
Abstract
Purpose
The purpose of this paper is to explore the dimensions of temporality that are rarely considered in the literature on leading change.
Design/methodology/approach
The analysis is informed by Adams’ (1995) social theory of time encompassing temporality, timing and tempo. This will illustrate the complexities of time as they relate to the individual, teams and organisation.
Findings
This paper demonstrates the multidimensional nature of time: temporality, timing and tempo, and how each of these can contribute to our understanding of the temporal nature and complexity of change within the health system. A framework to inform much-needed research in the area of time and change is presented.
Practical implications
Challenging assumptions that there is only one common time, that is clock time, can provide opportunities for further discussion and understanding of how various people view time and the influence this has on leading and participating in change in health care.
Originality/value
There is limited literature on the temporal dimensions of change at an organisational, team and individual level. The perspective offered in this paper presents the multidimensional nature of time and the influence this has on understanding the temporal nature of change and critically identifies some key areas for future research.
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Juncheng Zhang, Wendelien van Eerde, Josette M.P. Gevers and Weichun Zhu
The purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor…
Abstract
Purpose
The purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor. As such, it draws from both motivational and affective perspectives to investigate the way in which leaders manage employees' time to boost employee innovation at work.
Design/methodology/approach
This study adopts a two-source survey with coworker dyads from multiple organizations in China. Two hundred and three focal employees rated temporal leadership, time pressure and vigor. Each focal employee was rated by a coworker on PSRB_E and innovative job performance. Structural equation modeling (SEM) and bootstrapping techniques are used to examine the hypothesized relationships with the R package for latent variable analysis (i.e. lavaan).
Findings
The results suggest that temporal leadership positively relates to employees' innovative job performance through the mediations of their PRSB_E and vigor, respectively.
Originality/value
This study is one of the first that sought to understand the effect of temporal leadership on employee innovative job performance. It also casts light upon the motivational and affective mechanisms underlying such a linkage.
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