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Article
Publication date: 28 June 2021

The purpose of this study is to investigate the effects of team boundedness, and formal coordination on task and social cohesion and the moderating effect of organization tenure…

635

Abstract

Purpose

The purpose of this study is to investigate the effects of team boundedness, and formal coordination on task and social cohesion and the moderating effect of organization tenure diversity.

Design/methodology/approach

Data was gathered from the responses of 398 team members and leaders working in 111 software development teams to a questionnaire survey. The hypotheses were all tested using structural equation modelling.

Findings

The results show team boundedness and formal coordination have positive and significant associations with task and social cohesion. Formal coordination is a stronger positive predictor for task than social cohesion. Organization tenure has a greater negative effect on social cohesion than task cohesion and moderates the relationship between formal coordination and task cohesion.

Practical implications

Therefore, for organizations to optimize team cohesion the impact of antecedent variables on social and task cohesion should be taken into considering in planning strategies for improvement.

Originality/value

This paper has an original approach by adding to the literature through an examination of the antecedent variables of task and social cohesion which are two key components of team cohesion.

Details

Human Resource Management International Digest , vol. 29 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

Book part
Publication date: 19 November 2015

Adam J. Vanhove and Mitchel N. Herian

The relationship between team cohesion and individual well-being is clear. Being part of a highly cohesive team is likely to contribute to the well-being of individual team…

Abstract

The relationship between team cohesion and individual well-being is clear. Being part of a highly cohesive team is likely to contribute to the well-being of individual team members. A multidirectional relationship is likely as individual well-being is also likely to contribute to team cohesion. This chapter examines such critical relationships in the context of team performance. To do so, we draw on the dominant literatures related to these concepts, focusing on two specific types of team cohesion – social cohesion and task cohesion – and two specific types of well-being – subjective well-being (SWB) and psychological well-being (PWB). We contend that social cohesion and SWB are likely to be strongly related, while task cohesion and PWB are likely to share a strong relationship. Therefore, the chapter focuses on the evidence regarding the transactional relationship between social team cohesion and SWB, and transactional relationship between task team cohesion and PWB. Of course, we also recognize the close relationships between social and task cohesion, and between SWB and PWB. We consider the practical implications of studying the relationships between these concepts and put forth a number of recommendations for future research in this area.

Details

Team Cohesion: Advances in Psychological Theory, Methods and Practice
Type: Book
ISBN: 978-1-78560-283-2

Keywords

Book part
Publication date: 19 November 2015

Rebecca Grossman, Zachary Rosch, David Mazer and Eduardo Salas

Cohesion is a key contributor to team effectiveness, leading to great interest in understanding how to diagnose, monitor, and enhance it in practice. However, there is great…

Abstract

Cohesion is a key contributor to team effectiveness, leading to great interest in understanding how to diagnose, monitor, and enhance it in practice. However, there is great inconsistency in how cohesion is conceptualized and measured, making it difficult to compare findings across studies, and therefore limiting the ability to advance science and practice. To begin addressing these issues, we draw from qualitative and quantitative analyses and extract themes indicating what matters most for effective cohesion measurement. Such themes are presented around six major questions – who, what, when, where, why, and how – as they pertain to each major component of the cohesion measurement process. Emerging approaches to cohesion measurement and corresponding avenues for future research are also discussed.

Details

Team Cohesion: Advances in Psychological Theory, Methods and Practice
Type: Book
ISBN: 978-1-78560-283-2

Keywords

Article
Publication date: 8 August 2020

Chitra Dey and Ganesh M.P.

Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure…

1578

Abstract

Purpose

Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion.

Design/methodology/approach

Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses.

Findings

SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion.

Research limitations/implications

The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods.

Originality/value

This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.

Details

Team Performance Management: An International Journal, vol. 26 no. 7/8
Type: Research Article
ISSN: 1352-7592

Keywords

Book part
Publication date: 19 November 2015

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.

Details

Team Cohesion: Advances in Psychological Theory, Methods and Practice
Type: Book
ISBN: 978-1-78560-283-2

Keywords

Article
Publication date: 3 August 2015

Tanawat Hirunyawipada, Audhesh K. Paswan and Charles Blankson

– The purpose of this paper is to investigate asymmetric effects of team cohesion and team members’ relational qualification on the creativity of new product ideas.

1654

Abstract

Purpose

The purpose of this paper is to investigate asymmetric effects of team cohesion and team members’ relational qualification on the creativity of new product ideas.

Design/methodology/approach

Structural equation modeling was conducted on survey data collected from 195 new product development practitioners in various US high-technology industries.

Findings

The study suggests that creative and potentially successful product ideas include three dimensions – usefulness for customers, and novelty for customers and usefulness for the firms (i.e. enhancement efficiency and effectiveness of companies’ new product development process). By focusing on a relational aspect of new product development teams, the study shows that team task cohesion mediates the relationship between the antecedents (team members’ organizational commitment and social competency) and the three outcome dimensions of a successful product idea (novelty, usefulness to customers and usefulness to the firm). The team members’ interpersonal relationship has no positive association with task cohesion and the desirable qualifications of product ideas.

Research limitations/implications

An ideation team’s socially competent members who identify with their organization are likely to be attracted to a given task. This task cohesion, in turn, enhances the creativeness of the development of product ideas.

Practical implications

To generate fruitful product ideas using a team approach, companies should make sure that their new product ideation teams achieve a sense of mutual commitment to the given ideation tasks, develop a feeling of belongingness and ownership toward the firms and include members who have good social and interpersonal skills. However, the possession of strong social cohesion is not essential for the teams.

Originality/value

This study provides novel insights concerning the relational aspect of product development teams assigned to the initiation phase (front end) of a new product development process.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Book part
Publication date: 19 November 2015

Jamie B. Severt and Armando X. Estrada

Group cohesion is among the most researched constructs linked to team effectiveness, and performance (Rosh, Offermann, & Van Diest, 2012). While meta-analytic evidence has…

Abstract

Group cohesion is among the most researched constructs linked to team effectiveness, and performance (Rosh, Offermann, & Van Diest, 2012). While meta-analytic evidence has established strong linkages between cohesion and performance (e.g., Beal, Cohen, Burke, & McLendon, 2003), the functions and structure of cohesion have received limited attention within this literature. In this chapter, we begin to address this gap in the literature by reviewing extant knowledge regarding the structural and functional properties of cohesion to introduce an integrative framework of the function and structure of cohesion. Our framework is designed to address two key questions: (1) Why are groups cohesive – that is, what function(s) does cohesion serve for an individual and/or groups? and (2) What are the elemental forms of cohesion within groups – that is, what is the structure of cohesion within teams? Our integrative framework posits that cohesion serves two main functions within groups: an affective and an instrumental function. These functions serve to characterize the structure of cohesion into four conceptually related but distinct facets that include interpersonal and group belongingness; and social and task elements of cohesion. Furthermore, we specify that these elemental facets occur both horizontally (among individuals with similar standing within groups) and vertically (among individuals with different standing within the groups). We discuss advantages and disadvantages of our framework and conclude with implications for research and practice.

Details

Team Cohesion: Advances in Psychological Theory, Methods and Practice
Type: Book
ISBN: 978-1-78560-283-2

Keywords

Book part
Publication date: 4 August 2017

Peter G. Roma and Wendy L. Bedwell

To better understand contributing factors and mediating mechanisms related to team dynamics in isolated, confined, and extreme (ICE) environments.

Abstract

Purpose

To better understand contributing factors and mediating mechanisms related to team dynamics in isolated, confined, and extreme (ICE) environments.

Methodology/approach

Literature review.

Findings

Our primary focus is on cohesion and adaptation – two critical aspects of team performance in ICE environments that have received increased attention in both the literature and funding initiatives. We begin by describing the conditions that define ICE environments and review relevant individual biological, neuropsychiatric, and environmental factors that interact with team dynamics. We then outline a unifying team cohesion framework for long-duration missions and discuss several environmental, operational, organizational, and psychosocial factors that can impact team dynamics. Finally, we end with a discussion of directions for future research and countermeasure development, emphasizing the importance of temporal dynamics, multidisciplinary integration, and novel conceptual frameworks for the inherently mixed work and social setting of long-duration missions in ICE environments.

Social implications

A better understanding of team dynamics over time can contribute to success in a variety of organizational settings, including space exploration, defense and security, business, education, athletics, and social relationships.

Originality/value

We promote a multidisciplinary approach to team dynamics in ICE environments that incorporates dynamic biological, behavioral, psychological, and organizational factors over time.

Book part
Publication date: 8 November 2010

Leslie H. Vincent

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.

Details

Spanning Boundaries and Disciplines: University Technology Commercialization in the Idea Age
Type: Book
ISBN: 978-0-85724-200-6

Article
Publication date: 13 March 2020

Manish Gupta and Arnold B. Bakker

The objective of this study is to understand the mediating role of student engagement between future time perspective and group task performance. In addition, the study examines…

Abstract

Purpose

The objective of this study is to understand the mediating role of student engagement between future time perspective and group task performance. In addition, the study examines the interaction effect of group cohesion task with student engagement on group performance.

Design/methodology/approach

Data were collected from 170 (a total of 34 groups of five members each) business management students for three consecutive months. To analyze the data, multi-level modeling was carried out.

Findings

The results of the three-wave multi-level analysis indicate support for the hypotheses and suggest that future time perspective affects group performance through student engagement. Moreover, group cohesion interacts with student engagement to predict group task performance.

Research limitations/implications

The findings show how the application of engagement theory can help in understanding the relationship between two distant variables, namely, future time perspective and group performance.

Practical implications

The educators are encouraged to engage students for facilitating the positive impact of future time perspective on group task performance. The findings also imply that the students with future orientation perform well and thus, the educators may need to teach students to have futuristic perspective.

Originality/value

This study in one of its kinds to test the mediating role of student engagement between future time perspective and group task performance as well as the interaction effect of group cohesion task with student engagement on group performance at both the individual and group level over a period of time.

Details

Journal of Applied Research in Higher Education, vol. 12 no. 5
Type: Research Article
ISSN: 2050-7003

Keywords

1 – 10 of over 10000