Search results

The ability to reflect upon and manage their internal functioning may very much help teams contribute to their organizations. This study suggests that managing conflict cooperatively and productively provides a foundation for effective team task reflexivity. 200 employees in 100 work teams in China completed measures of their team's cooperative, competitive, and avoiding approach conflict management and task reflexivity and 100 managers indicated the team's in‐role and extra‐role (organizational citizenship behavior) performance. Results support the theorizing that conflict management can contribute to team task reflexivity. Structural equation analyses were interpreted as suggesting that cooperative conflict management promotes task reflexivity that in turn results in team performance. These results, coupled with previous research, were interpreted as suggesting that cooperative approaches to conflict and task reflexivity are complementary foundations for effective teamwork.

Previous research has yielded inconsistent findings of the effects that task conflict has on creative outcomes, with some research finding a negative relationship but others holding a positive or even no significant relationship. Drawing on the too-much-of-a-good-thing effect approach, this paper aims to investigate the curvilinear relations between task conflict and creative idea generation as well as the mediating role of task reflexivity and the moderating role of task complexity.

Two studies were carried out to test the proposed relationship. In Study 1, multisource and lagged data collected from 533 employees and 140 corresponding supervisors were used to test the curvilinear relationship between task conflict and creative idea generation as well as the moderating effect of task complexity. In Study 2, the authors extended the findings by exploring the mediating effect of task reflexivity using a matched sample of 350 employees and 99 corresponding supervisors.

Task conflict had an inverted U-shaped relationship with creative idea generation, and task reflexivity partially mediated this relationship. Besides, this association was moderated by task complexity such that the curvilinear relationship was more pronounced for tasks with lower complexity.

This study was more or less contaminated by common method variance because some variables were derived from the same sources. Also, task conflict might be necessitated to differentiate and more situational variables should be considered to draw a complete picture.

Managers should undertake conflict management according to the levels of task conflict and task complexity. At a lower degree of task conflict, managers might motivate employees to think more about task-related issues; at higher levels of task conflict, managers should act as conflict mediators to reduce the underlying negative effects, especially for simple tasks.

These findings could help us understand the boundary conditions under, and the underlying mechanisms by, which task conflict has an impact on creative idea generation.

Many papers have been written about group reflexivity. Testimonials by practitioners often contain strong claims about its performance benefits. Research papers, by scientists, seem to support such claims at first glance, but a closer look reveals methodological problems and weak results, even in the studies that show performance benefits, and there are several studies that show no performance benefits. We have begun our own program of research on group reflexivity, and so far, we have found no performance benefits either. All of this suggests that enthusiasm for group reflexivity should be tempered, until more and better research has been done.

The purpose of this paper is to develop a conceptual framework exploring innovation process in research and development units of organizations. Research and development (R&D) teams of pharmaceutical firms operating in India were the unit of analysis.

Data were collected from 352 leaders and equal number of team members working in R&D teams. Responses were collected through questionnaire survey method. Questions to measure variables of members’ proactive personality, emotional intelligence, trust, task reflexivity, team creativity and innovation adoption were answered by team leaders. Similarly, questions on variables, resonant leadership style of team leaders, team information sharing process and climate for innovation were answered by team members. Out of 450 distributed questionnaires, 352 completely filled responses were finally obtained, with a response rate of 78 percent. Data were analyzed through structural equation modeling using AMOS 21.0 software package.

Findings of the study reveal that members’ proactive personality, emotional intelligence and trust enhance members’ learning ability called task reflexivity. This learning is further promulgated with the intervention of team information sharing process and support for innovation. Team creativity enhances innovation implementation in organizations. However, resonant leadership style of team leaders does not support task reflexivity.

Overall, the study highlights that creativity is promulgated when information is disseminated among members in a supportive climate for innovation. Organizations can create and innovate by developing capability of members who are proactive, emotionally intelligent and who trust their colleagues, so that team members can rationally judge organizational priorities, learn from their colleagues, plan and execute novice ideas to serve market needs.

R&D team enhances creativity and innovation in organizations by leveraging their talent and skills. This work is an attempt to develop an innovation process model in Indian pharmaceutical organizations to promulgate creativity and innovation through R&D teams.

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity.

To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro.

The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks.

Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.

The purpose of this paper is twofold: first, to investigate the goodness of the input-process-output (IPO) model in order to evaluate work team performance within the Italian National Health Care System (NHS); and second, to test the mediating role of reflexivity as an overarching process factor between input and output.

The Italian version of the Aston Team Performance Inventory was administered to 351 employees working in teams in the Italian NHS. Mediation analyses with latent variables were performed via structural equation modeling (SEM); the significance of total, direct, and indirect effect was tested via bootstrapping.

Underpinned by the IPO framework, the results of SEM supported mediational hypotheses. First, the application of the IPO model in the Italian NHS showed adequate fit indices, showing that the process mediates the relationship between input and output factors. Second, reflexivity mediated the relationship between input and output, influencing some aspects of team performance.

The results provide useful information for HRM policies improving process dimensions of the IPO model via the mediating role of reflexivity as a key role in team performance.

This study is one of a limited number of studies that applied the IPO model in the Italian NHS. Moreover, no study has yet examined the role of reflexivity as a mediator between input and output factors in the IPO model.

Although team reflexivity has been identified as a potent tool for improving organizational performance, how and when it influences individual employee innovative behavior remains theoretically and conceptually underspecified. Taking a knowledge management perspective, this study aims to investigate the role of team-level knowledge sharing and leadership in transforming team reflexivity into innovative behavior at the individual level.

The paper follows a multilevel study design to collect data (n = 441) from 91 teams in 48 knowledge-based organizations. The paper tests our multilevel model using multinomial logistic techniques.

The overall results confirm that knowledge sharing in teams mediates the influence of team reflexivity on individual employee innovative behavior, and that leadership plays an important role in moderating these influences. Specifically, authoritarian leadership is found to attenuate the team reflexivity and knowledge sharing effect, whereas benevolent leadership is found to amplify this indirect effect.

The multilevel study design that explains how team-level processes translate into innovative behavior at the individual employee level is novel. Relatedly, our use of a multilevel analytical framework is also original.

This study aims to explore, as an answer to the observed lack of knowledge about actual team learning behaviours, the characteristics of the actual observed basic team learning behaviours and facilitating team learning behaviours more in-depth of three project teams. Over time, team learning in an organisational context has been investigated more and more. In these studies, there is a dominant focus on team members’ perception of team learning behaviours.

A coding schema is created to observe actual team learning behaviours in interaction between team members in two steps: verbal contributions by individual team members are coded to identify the type of sharing behaviour and, when applicable, these individual verbal behaviours are build up to basic and facilitating team learning behaviours. Based on these observations, an analysis of team learning behaviours is conducted to identify the specific characteristics of these behaviours.

An important conclusion of this study is the lack of clarity about the line of demarcation between individual contributions and learning behaviours and team learning behaviours. Additionally, it is clear that the conceptualisations of team learning behaviour in previous research neglect to a large extend the nuances and depth of team learning behaviours.

Due to the innovative approach to study team learning behaviours, this study is of great value to the research field of teamwork for two reasons: the creation of a coding schema to analyse team learning behaviours and the findings that resulted from this approach.

The purpose of this paper is to test the mediating role of top management team (TMT) team trust in examining the relationship between team processes (internal and external) and human resource management (HRM) decision performance (quality and satisfaction) in the context of the People’s Republic of China.

The sample data of this study include 524 team members from 76 TMTs in east China’s Shanghai, Jiangsu, Zhejiang, Anhui provinces. IBM SPSS AMOS 22.0 software was employed for the data analysis.

The study finds that TMT internal and external processes have significant positive effects on HRM decision quality and satisfaction. The study further finds that TMT team trust partially mediates the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction.

This research provides useful insights into the role of TMT team trust in enhancing managerial decision performance.

This study is among the limited studies that explore the influence of team trust in the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction among TMTs in China. This study has extended TMT knowledge in mainstream management with guidelines on how to enhance organizational decision performance.

Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and understanding, and improve future team performance. Similarly, reflexivity refers to the extent to which team members reflect upon and openly discuss group processes, procedures, and actions to improve future team performance. In this chapter, the authors review the separate literatures and explore the relationship between debriefs and reflexivity. While the debrief literature does focus on aspects of reflection, what occurs between the aspects of reflection, planning, and action is left unexplored. The concept of reflexivity fits well with the successful use of debriefs, as reflexivity ensures that reflection results in outcomes and moves beyond just an overview or discussion during debriefing. Additionally, important constructs such as psychological safety and sensemaking are relevant to both debriefs and reflexivity such that open and honest discussion as well as developing shared understanding are necessary for effective debriefing and reflection. Using the constructs of psychological safety and sensemaking, the authors propose a model that situates both reflexivity and effective debriefs in the context of team learning. This model integrates team reflexivity with team debriefs, provides a better understanding of how teams can carry out more effective debriefs, and explains how more effective debriefing and greater team reflexivity lead to enhanced learning and improvement in team performance.