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Service innovation benefits hospitality organizations’ service quality and competitive advantages. However, how and when team culture amplifies team service innovation is still not fully comprehended. Thus, this study aims to reveal the mediation and moderation mechanisms behind the team-level culture and service innovation nexus.

This study used both quantitative and qualitative methods to validate the research model. The authors collected data from leaders and their members working in the hospitality sector in China.

The results demonstrated the positive nexus of developmental culture and team service innovation. This nexus was sequentially mediated by aggregated creative role identity and aggregated creative self-efficacy and was also strengthened by task interdependence.

The results indicated that hospitality practitioners should consistently instill the values of developmental culture into their members to trigger their teams’ service innovative endeavors. They should also design more tasks requiring intensive teamwork and encourage members to complete these tasks collaboratively.

This study advances the understanding of the direct, mediating and moderating effects behind team service innovation.

Student-led project-based teams are widely used by faculty but do we really understand the process that students experience as a result of participating in a team? This study sought to understand the team process by examining leadership practices exhibited by assigned leaders and their team culture. Using a mixed-methods case study design it was found that students perceived team leaders to be strongest in the leadership practice-enable others to act described as fostering collaboration and sharing power and weakest in the leadership practice-encourage the heart described as recognizing individual contributions and celebrating team successes. Two of the teams were identified as a clan culture and the third team was determined to be a market culture. It was recommended that instructors who use teams to enrich learning examine the relationship between specific team cultures and enhanced team performance.

The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.

The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from 535 respondents representing 95 teams working in private health-care institutions.

The findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.

This investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.

This is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.

This study explores the role of organisational culture in promoting collective coping strategies in construction project teams in the United Arab Emirates (UAE). Three collective coping strategies were examined, including problem-focused, relationship-focused and emotion-focused coping strategies.

O'Reilly et al.’s (1991) organisational culture profile (OCP) assessed organisational culture values. Data were collected through an online questionnaire from practitioners in the United Arab Emirates (UAE) construction organisations.

The findings show a high correlation between competitiveness culture values and problem-focused team coping strategy. Relationship-focused team coping strategy was found to have a high correlation with emphasis on rewards and performance orientation values. Conversely, an emotion-focused team coping strategy correlates highly with competitiveness, supportiveness and emphasis on rewards cultural values.

The cross-sectional design of the survey and the UAE context may present limits to the generalisability of findings.

Limited attempts have been made to study collective coping in construction project teams. The study paves the path for exploring emergent socio-psychological concepts in construction organisations, including the impact of organisational culture on team collective coping with adverse events.

Understanding the pivotal impact of culture on successful team coping provides managers with valuable insights into managing situational adversity in construction project teams.

This study aims to examine the relationship between having a learning organization (LO) and organizational citizenship behavior (OCB), and the moderating role of team-oriented culture on this relationship.

Using 516 respondents from diverse industries in West Malaysia, the authors tested the psychometric properties of the three variables.

LO positively influenced OCB. Team-oriented culture moderated the relationship between having a LO and OCB.

This study helps explain how to achieve a LO in a context of high power distance and collectivist culture such as Malaysia. This study also highlights the importance of the anticipated synergistic effects of a LO and team-oriented culture in promoting OCB.

This paper explains the concept of cultural synergy and provides a contrast of societies that could be characterized as having high or low synergy, as well as organizational culture that reflects high and low synergy. Within organizations, the research insights reported here center on behaviors and practices that contribute to synergy and success among teams, particularly in terms of international projects. The concluding section describes people who are truly “professionals” in their attitude toward their career and work, and how they can mutually benefit from the practice of synergy. Real European leaders actively create a better future through synergistic efforts with fellow professionals. The knowledge work culture favors cooperation, alliances, and partnership, not excessive individualist actions and competition. This trend is evident, as well as necessary, in corporations and industries, in government and academic institutions, in non‐profit agencies and unions, in trade and professional associations of all types. In an information or knowledge society, collaboration in sharing ideas and insights is the key to survival, problem solving, and growth. But high synergy behavior must be cultivated in personnel, so we need to use research findings, such as those outlined in this paper, to facilitate teamwork and ensure professional synergy. In addition to fostering such learning in our formal education and training systems, we also should take advantage of the increasing capabilities offered to us for both personal and electronic networking. Contemporary global leaders, then, seek to be effective bridge builders between the cultural realities or worlds of both past and future. Cultivating a synergistic mind‐set accelerates this process.

The purpose of this paper is to identify Israeli teachers' perceptions about the relationships between mentoring styles and team culture and the effect of these relationships on mentoring effectiveness.

The sample consisted of 169 Israeli teachers from 22 science and technology teams in junior high schools. Four mentoring styles and four dimensions of team culture are examined. Data analysis is carried out on an individual level, whilst taking into consideration the influence of the entire team.

Meaning attribution style influences the perception of mentoring effectiveness in every team culture. Contrary to the expected outcome, the “fit” between the other mentoring styles and team culture has no significant bearing on mentoring effectiveness.

The self‐reported instrument is vulnerable to a same‐source bias. However, since the focus of this paper is teachers' perceptions of their specific mentors' effectiveness, rather than mentoring effectiveness in practice, it seems to be a suitable tool. In addition, the study sample is limited to science and technology teams, However, it appears that these findings can be generalised beyond these teams, since the study variables, which have a general psychological character, have been used previously in other fields.

These findings will be able to assist supervisors in recruiting and assigning suitable mentors, thus contributing to school effectiveness.

The paper contributed to the design of a model that explains mentoring effectiveness. This model raises doubts regarding the perception that “fit” between mentoring styles and team culture is necessary for improving mentoring effectiveness.

The purpose of this paper is to examine the mediating role of employee commitment into the relationship of team culture and job performance at multi-level, in the context of Ethiopian public sectors.

In the adopted survey design, data were collected from two sources. In the rural development sector of Bale zone in Oromia regional state of Ethiopia, 108 randomly selected employees participated in the survey and also their corresponding 13 team supervisors. By using referent-shift consensus, the individual responses on team culture have been aggregated to team-level scores. In the multi-level modeling, the mediation effect of employee commitment was checked by using Monte Carlo simulation.

The analysis reveals that employee commitment significantly cross-mediates into the relationship between team culture and job performance. In line with the extended model of team motivation, team culture was found to be significantly cross-related with individual job performance also.

This paper contributes to the knowledge regarding the effects of team culture on employee commitment and job performance. Based on the competing values framework, the authors argue that the cohesion and strong camaraderie among members within a work team establishes a team culture within the organization culture itself.

The novelty of this study lies in the fact that; it is the first study to see the indirect effect of team culture on job performance through employee commitment at multi-level.

This study aims to investigate the relationship between learning culture and teamwork context based on the mediating role played by dynamic capability in manufacturing teams of the industrial sector.

It proposes that dynamic capability is a key element for improving the performance of teams, which, in turn, is positively affected by learning culture and teamwork context. This study is based on data from a survey of 201 companies in the Brazilian industrial sector with manufacturing teams, and followed the partial least squares approach to model the structural equation that was used for data analysis.

The results indicate that dynamic capability has a strong positive influence on team performance, and also that, despite learning culture and teamwork context having no direct association with performance, they offer contributions mediated by dynamic capability.

This study includes a reduced sample regarding the population of Brazilian industrial companies, being restricted to only one sector of activity. Future studies may obtain larger samples by working with different sectors in different countries.

This article alerts managers to the importance of dynamic capability for improving the performance of teams, and points out the role played by learning culture and teamwork context in this relationship.

This research presents new insights into how dynamic capability contributes to the performance of teams, based on antecedent factors (learning culture and teamwork context).

Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been demonstrated as a predictor of employee outcomes, whether group diversity in terms of extraversion and openness enhances employee service innovative behavior remains a gap. This study aims to fill this gap by developing a multilevel model of the direct relationship between group diversity in terms of extraversion and openness and employee service innovative behavior and also the mediations and moderations behind the relationship.

The authors collectd data from 44 Chinese hospitality teams. The research model was validated by multilevel structural equation modeling.

Results showed that both group extraversion diversity and group openness diversity fostered employee service innovative behavior via creative self-efficacy. Developmental culture strengthened the effectiveness of group openness diversity on creative self-efficacy and the effectiveness of creative self-efficacy on employee service innovative behavior. Nevertheless, developmental culture did not strengthen the effectiveness of group extraversion diversity on creative self-efficacy.

Findings suggest that managers and team leaders from hospitality organizations can elicit employee service innovative behavior through increasing group diversity in terms of extraversion and openness. Hospitality practitioners also should understand that employees’ confidence for creativity is able to channel group diversity into employee service innovative endeavors. Moreover, building developmental culture is essential for hospitality teams to strengthen the effect of group diversity on innovating services.

This study expands the diversity-innovation research through unfolding both the mediations and the moderations behind the link between group diversity in terms of extraversion and openness and employee service innovative behavior.