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1 – 10 of over 2000
Article
Publication date: 5 January 2023

Yujiao Chen, Rui Li and Tiebo Song

Corporate digital transformation (DT) and top management team (TMT) internationalization seem to be concomitant phenomena in recent years, the former is a major change and a…

Abstract

Purpose

Corporate digital transformation (DT) and top management team (TMT) internationalization seem to be concomitant phenomena in recent years, the former is a major change and a thorough transformation requiring continuously new technologies and ideas. Excitingly, the latter shows a relatively broad vision, a large risk appetite and interest in new things. Does TMT internationalization promote DT? This question is essential for DT. Given that, this article will aim to discuss and examine whether and how TMT internationalization affects corporate DT.

Design/methodology/approach

This article takes China's A-share listed manufacturing companies from 2011 to 2019 as a sample. The quantitative text analysis method is used to measure attention related to digitalization. This paper discusses: (1) The decision-making logic and cognitive process mechanism of “TMT internationalization–attention related to digitalization–corporate DT”. (2) The moderating effect of shared corporate mission of the TMT on the cognitive process of decision-making, that is, the social process of transforming individual cognition into team cognition, and the social process of transforming team cognition into corporate decision-making.

Findings

TMT internationalization promotes DT. As an external manifestation of team cognition, attention plays a positive role as an intermediary mechanism. Specifically, executives with overseas experience have higher urgency assessment and manageable assessment, thus affecting their attention to digitalization positively, thereby promoting DT. This article does not demonstrate the moderating effect of shared corporate mission on the cognitive process, but it promotes DT directly, and only plays a role in the precognitive stage.

Originality/value

This article is the first one to study the relationship between TMT internationalization and corporate DT, which has practical guiding significance for DT and the “going out” strategies of the TMT. Also, the combination of upper echelons theory and cognitive theory opens up the black box of the strategic process. Lastly, this research explores the formation process of team cognition, which is always neglected by previous studies of the TMT demographic characteristics.

Details

Business Process Management Journal, vol. 29 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 1 September 2023

Roberto Godoy Fernandes, Luciano Ferreira da Silva and Leonardo Vils

The purpose of this paper is to verify how distributed cognition enhances collaborative problem-solving in the context of projects.

Abstract

Purpose

The purpose of this paper is to verify how distributed cognition enhances collaborative problem-solving in the context of projects.

Design/methodology/approach

Using qualitative research and in-depth interviews, a sample of 32 project managers with experience in traditional and agile methods acting in Brazil and internationally participated in the research process. The analysis process, utilising coding techniques, involved stages: open, axial, coding and selective coding. These stages encompassed the evaluation of categories based on a hierarchy, in order to determine an appropriate level of abstraction that properly explains theoretical findings.

Findings

The results indicate that distributed team cognition is significant for collaborative problem-solving. The data from the interviews allowed the proposal of a model of cognition, and the identification of the elements that support it.

Practical implications

Understand how aspects of distributed team cognition can impact the behaviours of the project professional and contribute to problem-solving in the project environment.

Originality/value

The elements observed affects the collaborative problem-solving by presenting a model of distributed cognition, which is composed by directed communication, collective interaction, trust building and collaborative behaviour.

Details

International Journal of Managing Projects in Business, vol. 16 no. 6/7
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 7 July 2023

Ahmad 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.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 26 December 2023

Shameem Shagirbasha, Kumar Madhan and Juman Iqbal

Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of…

Abstract

Purpose

Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of this paper is to investigate how DL affects team effectiveness from the neglected perspectives of team cognition, team motivation and team coordination in startup companies using multi-level analysis.

Design/methodology/approach

The authors investigated the study variables through the lens of 42 teams in 18 startup organizations operating in India, representing an equitable distribution of the manufacturing and service sectors. M-plus was used to do statistical analysis on the multi-level model.

Findings

Drawing upon social exchange theory (SET), results indicated that DL had a favorable impact on team effectiveness and team cognitive processes, team motivation and team coordination mediates the association between DL and individual perceptions of team effectiveness.

Originality/value

Various studies have been carried out relating to leadership and how it impacts effectiveness. However, as far as the authors know, previous studies have failed to empirically address how DL drives team effectiveness by uncovering the mediating impact of team cognitive processes, team motivation and team coordination in the Indian startup context.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Open Access
Article
Publication date: 3 July 2023

Jandre J. van Rensburg, Catarina M. Santos and Simon B. de Jong

An underlying assumption in the shared mental model (SMM) literature is that SMMs improve whilst team members work together for longer. However, whether dyad members indeed have…

Abstract

Purpose

An underlying assumption in the shared mental model (SMM) literature is that SMMs improve whilst team members work together for longer. However, whether dyad members indeed have higher perceived SMMs with higher shared tenure has not been explored. This study aims to, therefore, firstly, investigate this idea, and we do so by focusing on perceived SMMs at the dyadic level. Secondly, because in today’s fast-paced world perceived SMMs often need to be built quickly for dyads to perform, we assess if goal interdependence can reduce the dyadic tenure required for higher perceived SMM similarity. Thirdly, we analyse if these processes are related to dyadic performance.

Design/methodology/approach

We collected a dual-source sample of 88 leader–member dyads across various industries. We conducted PROCESS analyses to test their first-stage moderated mediation model.

Findings

Results showed that dyadic tenure was positively related to perceived SMM similarity, and that goal interdependence moderated this relationship. Additionally, perceived SMM similarity mediated the relationship between dyadic tenure and dyadic performance. Lastly, the overall moderated mediation model was supported.

Originality/value

We contribute to the perceived SMM literature by: investigating perceived SMMs in dyads, testing a key idea regarding the influence of dyadic tenure on perceived SMMs and investigating how goal interdependence may prompt perceived SMM similarity earlier in dyadic tenure and, ultimately, improve dyadic performance.

Details

Team Performance Management: An International Journal, vol. 29 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 15 December 2023

Xuening Duan, Yu Chang, Wei Huang and Md Moynul Hasan

A shared cognitive schema is the fundamental source of tacit understanding within a team. This study aims to address how such a shared cognitive schema emerges and evolves in an…

Abstract

Purpose

A shared cognitive schema is the fundamental source of tacit understanding within a team. This study aims to address how such a shared cognitive schema emerges and evolves in an interdisciplinary research team.

Design/methodology/approach

This study uses an exploratory single case study to analyze the emergence and evolution of a shared cognitive schema in an interdisciplinary research team systematically. The authors spent more than two years collecting data from the IAM team via semistructured interviews, archival data and observation. Subsequently, a framework for the resulting mechanism model was developed by analyzing the data using a three-step process.

Findings

This study shows that as the interdisciplinary research team develops, the shared cognitive schema passes through three stages: overlapping cognitive schema, complementary cognitive schema and synergetic cognitive schema. The mechanisms of overlap, complement and synergy play important roles. The convergent roles of partner-based recruiting, knowledge categorization and following the existing institution facilitate the overlapping of knowledge structures. Complementary cognitive schema sharing is facilitated by interdisciplinary member selection, knowledge stock expansion and the effects of accomplished mentors. The synergetic behaviors of group voice, interactive cognition and adaptive learning facilitate synergetic cognitive schema sharing.

Originality/value

This study is the first to discuss the emergence and evolution of a shared cognitive schema at the microlevel of knowledge structure and belief structure. It offers a new theoretical perspective on the development rules of scientific research teams and provides practical enlightenment regarding the establishment and operation of interdisciplinary research teams.

Details

Journal of Organizational Change Management, vol. 37 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 13 September 2023

Xu Ren and Xiangmei Sun

The use of enterprise social media (ESM) can promote knowledge sharing within project teams. However, the potential mechanism of ESM affordances influencing knowledge sharing has…

Abstract

Purpose

The use of enterprise social media (ESM) can promote knowledge sharing within project teams. However, the potential mechanism of ESM affordances influencing knowledge sharing has not been fully studied. This paper aims to develop a theoretical model to explore how individual psychological cognition and environmental factors affect ESM affordances.

Design/methodology/approach

An empirical research using ESM applications was conducted in China, and 214 valid responses were collected for data analysis. Partial least squares structural equation modeling method was performed to test the theoretical model and hypotheses.

Findings

The results suggest the following implications: (1) the visibility, persistence, editability and association of ESM affordances all have a positive effect on the effectiveness of knowledge sharing in project teams. (2) The psychological safety and psychological empowerment of team members have a significant positive influence on ESM affordances. (3) The project task complexity positively moderates the positive effects which the visibility and association have on the effectiveness of knowledge sharing, and negatively moderates the positive relationship between the editability and knowledge sharing.

Originality/value

Based on the social cognitive theory, this paper highlights the roles of psychological cognitive factors and project task context in the effect of ESM affordances having on knowledge sharing within project teams. Moreover, it provides valuable suggestions for project managers in project and knowledge management.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 2 February 2023

Min Zuo, Jiangnan Qiu and Jingxian Wang

Online collaboration in today's world is a topic of genuine interest to Internet researchers. The purpose of this paper is to explore the role of group knowledge heterogeneity…

Abstract

Purpose

Online collaboration in today's world is a topic of genuine interest to Internet researchers. The purpose of this paper is to explore the role of group knowledge heterogeneity (GKH) in open collaboration performance using the mediating mechanisms of group cognition (GC) and interaction to understand the determinants of the success of online open collaboration platforms.

Design/methodology/approach

Study findings are based on partial least squares structural equation modeling (PLS-SEM), the formal mediation test and moderating effect analysis from Wikipedia's 160 online open collaborative groups.

Findings

For online knowledge heterogeneous groups, open collaboration performance is mediated by both GC and collaborative interaction (COL). The mediating role of GC is weak, while the mediating role of COL is strengthened when knowledge complexity (KC) is higher. By dividing group interaction into COL and communicative interaction (COM), the authors also observed that COL is effective for online open collaboration, whereas COM is limited.

Originality/value

These findings suggest that for more heterogeneous large groups, group interaction would explain more variance in performance than GC, offering an in-depth understanding of the relationship between group heterogeneity and open collaboration performance, answering what determines the success of online open collaboration platforms as well as explaining the inconsistency in prior findings. In addition, this study expands the application of Interactive Team Cognition (ITC) theory to the online open collaboration context.

Article
Publication date: 2 May 2023

Yantai Chen, Lu Liu, Weiwen Li, Zaiyang Xie and Chenchen Wei

Microfoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such…

1133

Abstract

Purpose

Microfoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.

Design/methodology/approach

A systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.

Findings

The authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.

Originality/value

The authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.

Details

Management Decision, vol. 61 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 22 August 2023

Carlos M. Rodriguez

This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the…

Abstract

Purpose

This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the moderating impact of team risk-taking propensity as affective, cognitive and behavioral social processes support team innovation.

Design/methodology/approach

Data were collected from 92 NPD teams engaged in B2C and B2B product and service development. Mediating and moderating effects are examined using partial least squares structural equation modeling, referencing social cognitive and collective agency theories as the research framework.

Findings

The analysis validates collective self-efficacy and charged behavior as interdependent motivational–affective processes that align cognitive resources and govern team effort toward innovativeness. Teams' risk-taking propensity regulates behavior, and collective efficacy facilitates self-regulated motivational engagement. Charged behavior cultivates the emotional contagion, team identification, cohesion and adaptation required for team functioning. Team potency fosters cohesiveness, while team learning improves adaptability along the innovation journey. The resulting theory asserts that motivational drivers enhance the interplay between cognitive and behavioral processes.

Practical implications

Managers should consider NPD teams as social systems with a capacity for collective agency nurtured through interdependence, which requires collective efficacy and shared competencies to generate motivational purpose and innovativeness. Managers must remain mindful of teams' risk tolerance as regulating the impact of motivational factors on innovativeness.

Originality/value

This study contributes to research on the motivational–affective drivers of NPD charged behavior and collective efficacy as complementary to cognitive and behavioral processes sustaining team innovativeness.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

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