Search results

1 – 10 of over 128000
Article
Publication date: 10 January 2024

Armine Pogosyan

This paper delves into the complexities of daily dispersed tech team dynamics and aims to understand the underlying reasons for the challenges that such teams face. Through…

Abstract

Purpose

This paper delves into the complexities of daily dispersed tech team dynamics and aims to understand the underlying reasons for the challenges that such teams face. Through personal observations and analysis, this paper aims to identify communication barriers and propose actionable insights and strategies for improvement.

Design/methodology/approach

By leveraging personal insights and observations from the IT HR field from three different countries, information and data was collected. Such personalized approach allowed for a deeper exploration of real-world scenarios, how physically dispersed teams work and what challenges they struggle with. A comprehensive examination of the issues faced by tech teams operating globally also allowed to observe the noteworthy outcomes that could bring the best benefit for such teams.

Findings

As geographically dispersed tech teams continue to gain popularity, understanding the challenges that the teams might face and the potential ways of solving them become As HR as well as team managers roles now evolve, flexibility becomes paramount for navigating global team dynamics.

Originality/value

This paper is a contemporary call for action to stimulate management, enlightening them on the requisites for establishing and cultivating high-performing teams that work across geographical boundaries. There is a lack of understanding of what challenges physically dispersed teams face and to what degree those challenges impact the teams. This paper addresses this deficiency.

Details

Strategic HR Review, vol. 23 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 16 February 2022

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

679

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper uses responses from social sciences university students in Romania to highlight issues in virtual team working. Ways that trust is built in virtual teams are examined, together with how the personality trait openness to experience can impact virtual team performance. The questionnaire data findings reveal that experiencing trust and leadership-based challenges made the students less willing to work as a virtual team, and less confident that such a team would perform well. Those who were most open to experience were most critical in highlighting the downside of working in virtual teams.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 30 no. 3
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 29 July 2019

This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this…

1172

Abstract

Purpose

This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship.

Design/methodology/approach

Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise.

Findings

The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased.

Practical implications

Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams.

Originality/value

This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

Details

Human Resource Management International Digest , vol. 27 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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…

643

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

Article
Publication date: 14 June 2019

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

360

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The findings indicate that within leadership development programs, team social support is a key driver for participation in team activities. They also indicate that team competence is associated with less participation in program-wide activities.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 28 August 2023

Jodi Detjen and Sheila Simsarian Webber

Leaders face a unique opportunity to rethink the workplace in a post-pandemic environment. Virtual work demands and unclear messaging from senior leadership has created burnout…

763

Abstract

Purpose

Leaders face a unique opportunity to rethink the workplace in a post-pandemic environment. Virtual work demands and unclear messaging from senior leadership has created burnout and frustration. Reverting to traditional organizational structures and policies fails to recognize and leverage the potential to capitalizing on the momentum to change the nature of work. Creating a hybrid work environment by delegating the design process to teams and giving team leaders the tools and skills necessary to be successful leverages the transition to the future workplace.

Design/methodology/approach

We worked with a knowledge-based organization to transition employees to a hybrid team environment.

Findings

We offer the diverse approaches organizations are taking in a post-pandemic workplace and the challenges facing leaders reverting to the traditional work environment. Focusing on the future of work in a hybrid environment, we provide an approach enabling team leaders and team members to be the arbiters of their work environment.

Practical implications

Our multistep process allows team leaders to quickly adapt and implement effective hybrid teamwork.

Originality/value

We propose a multistep process for team leaders to leverage the transition to improve high-performing teams in a hybrid workplace.

Details

Strategy & Leadership, vol. 51 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

Open Access
Article
Publication date: 13 February 2024

Viktoriya Zipper-Weber and Andrea Mandik

The negative cultural bias vis-à-vis international business and cross-cultural management has been duly acknowledged, necessitating recommendations towards investigating its…

Abstract

Purpose

The negative cultural bias vis-à-vis international business and cross-cultural management has been duly acknowledged, necessitating recommendations towards investigating its positive effects. Methodologically, quantitative research clearly predominates, and there have been calls for alternative approaches. Thus, this conceptual paper addresses the research gap (methodological and thematic) by investigating if multicultural teams can be an essential part of the global workforce and whether positive effects exist regarding dynamic capabilities, learning and knowledge transfer.

Design/methodology/approach

The underlying ethnographic research design enabled exploring within the embedded single case study from an emic perspective, including qualitative observation and semi-structured expert interviews, and provided detailed insights into the company’s multicultural work environment.

Findings

The results reveal that applying a qualitative design allowed the needed exploration and show that multicultural, geographically dispersed teams are positively experienced and considered necessary in today’s globalised world. They are likely to increase in the future. Moreover, dynamic capabilities (multicultural competencies) are indispensable for multicultural teamwork. Regarding learning opportunities, different viewpoints for discussion and the ability to reflect on these offer valuable insights. In line with theory, multiculturality is considered a “two-edged sword”, providing simultaneous benefits and challenges. Contrary to the theory, even highly important information transfers can occur virtually, although occasional physical contact is essential for trust building.

Originality/value

The multinational family business offers a unique example of a positive relationship between multiculturalism and organisational excellence and demonstrates how the application of a qualitative methodology can support theory building by delivering a revised model of dynamic capabilities in multicultural environments with geographical dispersion.

Open Access
Article
Publication date: 14 February 2024

Mariana Lebron, R. Gabrielle Swab and Ryan Bruns

The purpose of this manuscript is to highlight how gamification is transforming recruitment, retention and training to resolve employee engagement challenges in the ever-changing…

Abstract

Purpose

The purpose of this manuscript is to highlight how gamification is transforming recruitment, retention and training to resolve employee engagement challenges in the ever-changing workplace. In collaborating with game industry experts and designers, the authors taught students team leadership skills by demonstrating how to design and play their own original cooperative strategy games. In doing so, students learn what gamification is and how it can be used to train our multigenerational workforce; how designing board games teaches team leadership skills (e.g. communication, conflict management, power, decision-making); and how to develop cooperative strategy game elements (player characters, roles and actions) that motivate engaging gameplay with successful learning outcomes.

Design/methodology/approach

In this paper, the authors discuss the practical implications of a three-phase semester-long experiential learning experience, where game design demonstrates to students how employees can work collaboratively together in teams. Students’ developed storylines (i.e. strategic objectives) including motivation challenges, social media communication breakdowns, sabotage, global sustainability and other real-world challenges. In Phase 1, students learn about how companies are using gamification in training high-performing teams. In Phase 2, students play a cooperative strategy game Forbidden Island with their student teams. In Phase 3, students design (and play) their original cooperative strategy game, instructions booklet and build a facilitation guide.

Findings

Approximately, 400 students developed 48 original cooperative strategy games that can be used to teach team leadership skills. These student teams designed cooperative strategy board games – in which the entire team either wins or loses based on their control of valued resources and player actions as key decision-making points. The data and feedback indicate that the learning experience helped them practically consider team interdependence in making effective decisions, and in creating creative self-efficacy, resilience and self-confidence in their own leadership voice. In this manuscript, the authors focus on providing an overview and implementation plan for our semester-long experiential learning exercise.

Originality/value

This experiential exercise was implemented from 2019 to 2023 in different learning modalities (face-to-face, hybrid, 100% synchronous online learning) and during challenging times (prepandemic, pandemic and postpandemic learning environments). These varying experiences provided them with a challenge to persevere and learn about their own interpersonal skills and resilience in a creative engaging way with limited resources. Students developed 26 original games during 100% synchronous remote learning due to COVID. To the best of the authors’ knowledge, no other business school is working with gaming industry experts and game designers to teach team leadership to this degree during pre- and postpandemic environments.

Details

Organization Management Journal, vol. 21 no. 1
Type: Research Article
ISSN: 2753-8567

Keywords

Article
Publication date: 14 February 2024

Christopher M. Harris, Lee Warren Brown and Mark B. Spence

This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human…

Abstract

Purpose

This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human resource architecture indicates that organizations will use different human capital acquisition strategies. Following the resource-based view, human capital theory and the human resource architecture, we examine factors that impact the choices of different human capital acquisition strategies.

Design/methodology/approach

We examine these important human capital decisions in the context of Major League Soccer. Data to test the hypotheses were collected from a variety of publicly available sources. We tested the hypotheses with regression analyses.

Findings

We find that while organizations employ both internal and external human capital strategies, organizations may have one dominant human capital strategy and the other strategy may be used to supplement the human capital needs of organizations. Additionally, our results indicate that organizations with an older workforce tend to use an internal human capital development strategy, while higher performing organizations are less likely to use an internal human capital development strategy.

Originality/value

This study makes contributions by examining the choices between internal and external human capital strategies and factors that influence the choice of an internal or external human capital strategy.

Details

Employee Relations: The International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 8 January 2024

Margaret L. Sheng and Saide Saide

This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B…

Abstract

Purpose

This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.

Design/methodology/approach

The authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.

Findings

The specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).

Practical implications

Managers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.

Originality/value

This effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.

1 – 10 of over 128000