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1 – 10 of over 41000Lixia Niu, Rui Zhao and Yisong Wei
The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.
Abstract
Purpose
The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.
Design/methodology/approach
A total of 366 valid questionnaires were received from employees of high-tech enterprises in China, regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.
Findings
Differential leadership can positively contribute to team decision-making effectiveness, and thriving at work mediates the relationship between the two, and cooperative goal perception plays a moderating role in the relationship between thriving at work and team decision-making effectiveness and cooperative goal perception moderate the mediating effect of thriving at work between differential leadership and team decision-making effectiveness.
Practical implications
The findings suggest that managers need to focus on leadership style to promote improved team decision-making effectiveness by enhancing thriving at work and cooperative goal perception.
Originality/value
Overall, this study is based on the conservation of resources theory to uncover the “black box” between differential leadership and team decision-making effectiveness and to highlight the important role of thriving at work and cooperative goal perception.
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Ana Margarida Passos and António Caetano
The purpose of this paper is to test a model of the effects of intragroup conflict (relationship conflict, task conflict and process conflict), past performance feedback and…
Abstract
Purpose
The purpose of this paper is to test a model of the effects of intragroup conflict (relationship conflict, task conflict and process conflict), past performance feedback and perceptions of team decision‐making effectiveness on team performance and affective responses.
Design/methodology/approach
A sample of 183 individuals, working in 47 different teams, participated in this study. All the teams were involved in a national management challenge for a five‐week period. Three questionnaires were sent directly to team members by e‐mail at different times of the challenge period to collect data concerning demographic data (questionnaire 1), perceptions of team functioning (questionnaire 2) and perceptions of team decision‐making effectiveness as well as the affective responses (questionnaire 3). The level of analysis in this study was the group. Thus, all individual survey responses were aggregated to the team level for statistical analysis.
Findings
Results showed a full mediation effect of perceptions of team decision in the relationship between process conflict and team performance. Task and relationship conflict showed no significant relationships with team performance and satisfaction with the team. The result that effective past performance feedback directly influences team performance, in a positive way, suggests that past effective decisions may reinforce the decision‐making processes previously used by team members.
Research limitations/implications
One possible limitation of this study is the fact that measurements were taken at different times of the management challenge. In fact, while intragroup conflict was measured two weeks after the beginning of the challenge, the other variables were measured at the end of the challenge. This time measurement difference could raise some questions concerning the stability of the intragroup conflict over time in work teams. Future research should address this hypothesis. Future research should also elucidate the influence of contextual variables, such as cultural values, on the relationship between intragroup conflict and performance outcomes.
Practical implications
This study helps managers to understand how to benefit from conflict. In a highly competitive environment, disagreement among team members about “how to do it” seems to decrease decision‐making effectiveness.
Originality/value
This study fills a gap in the conflict literature concerning the impact of intragroup conflict in the team members' perceptions of decision‐making effectiveness and how it affects the overall performance. Moreover, this study also clarifies the importance of past performance to the actual team outcomes.
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Nathalie Drouin and Mario Bourgault
Work in distributed project teams is always a challenge for organizations. Many researchers have studies different aspects of distributed project teams, as witnessed by the…
Abstract
Purpose
Work in distributed project teams is always a challenge for organizations. Many researchers have studies different aspects of distributed project teams, as witnessed by the impressive number of papers published in the last decade. However, it appears that the dimensions related to organizational support have still not received much attention in empirical studies. This study investigates the dimensions of organizational support in distributed project teams that contribute most to the quality of the decision‐making process and teamwork effectiveness in distributed project teams.
Design/methodology/approach
The initial intent of this research was to test a theoretical model on the basis of data from the field, namely real‐life situations. A two‐step approach (qualitative and quantitative method) was used. The research model was tested in a sample of experienced project managers on distributed project teams.
Findings
The results suggest that strategic staffing and training and tools provided to team members have a positive impact on the quality of decision making and teamwork effectiveness. Team autonomy is more salient and influential in fostering decision quality in a highly culturally diverse context. Our findings also re‐confirm the link between the quality of decision making and team effectiveness. Thus, teams are perceived as vehicles for identifying and integrating various individual viewpoints and combining knowledge.
Practical implications
This study underscores the importance of selecting practices that enhance the recognition of team members’ contributions in the context of distributed project teams. It is now clear that managers cannot treat these distributed project teams in the same way as conventional teams. Several intervention and support methods are possible. This research contributes to identifying which of them are the most appropriate in this context.
Originality/value
This study contributes to research on distributed project teams and on organizational support theory. It highlights the importance of understanding the processes or dimensions underlying the consequences of perceived organizational support. It bolsters the need to select practices that enhance the recognition of team members’ contributions and treat them favourably in the context of distributed project teams.
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Satyanarayana Parayitam and Chris Papenhausen
The purpose of this paper is to investigate the effect of three important group process variables, namely, agreement-seeking behavior, group trust, and cognitive diversity, on…
Abstract
Purpose
The purpose of this paper is to investigate the effect of three important group process variables, namely, agreement-seeking behavior, group trust, and cognitive diversity, on decision outcomes. In addition, it seeks to examine the role of process conflict as a moderator in the relationship between agreement-seeking behavior and team effectiveness; agreement-seeking behavior and decision commitment; cognitive diversity and team effectiveness; and cognitive diversity and decision commitment.
Design/methodology/approach
Using a structured survey instrument, this paper gathered data from 160 students enrolled in a strategic management capstone course that features strategic decision making in a simulated business strategy game. The data from 41 teams were collected from the student population using a carefully administered instrument, and the data were aggregated only after appropriate inter-rater agreement tests were run.
Findings
Results show that the group process variables are positively related to decision outcomes. The data support the view that process conflict acts as a moderator in the relationship between agreement-seeking behavior and team effectiveness and decision commitment. Further, the results support that cognitive diversity has a positive impact on decision commitment and team effectiveness. Process conflict, which acts as a deterrent, is outweighed by the presence of agreement-seeking behavior.
Research limitations/implications
Since the present research is based on self-report measures, the limitations of social desirability bias and common method bias are inherent. However, sufficient care is taken to minimize these limitations. The research has implications for both the conflict management and strategic decision-making process literatures.
Practical implications
This study contributes to both practicing managers and the strategic management literature. The study suggests that administrators should select those teams who are prone to agreement-seeking behavior; and team members who trust one another. Administrators need not unduly avoid process conflict because diversity in opinions and thinking and agreement-seeking behavior outweigh the negative effects of process conflict.
Social implications
The findings from the study will be useful for creating congenial social environment in the organizations.
Originality/value
This study provides new insights about the previously unknown effects of process conflict in strategic decision-making process.
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Brian J. Collins, Timothy P. Munyon, Neal M. Ashkanasy, Erin Gallagher, Sandra A. Lawrence, Jennifer O'Connor and Stacey Kessler
Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between…
Abstract
Purpose
Teams in extreme and disruptive contexts face unique challenges that can undermine coordination and decision-making. In this study, we evaluated how affective differences between team members and team process norms affected the team's decision-making effectiveness.
Approach
Teams were placed in a survival simulation where they evaluated how best to maximize the team's survival prospects given scarce resources. We incorporated multisource and multirater (i.e., team, observer, and archival) data to ascertain the impacts of affect asymmetry and team process norms on decision-making effectiveness.
Findings
Results suggest that teams with low positive affect asymmetry and low process norms generate the most effective decisions. The least effective team decision performance occurred in teams characterized by high variance in team positive affectivity (high positive affect asymmetry) and low process norms. We found no similar effect for teams with high process norms and no effect for negative affect asymmetry, however, irrespective of team process norms.
Originality
These findings support the affect infusion model and extend cognitive resource theory, by highlighting how affect infusion processes and situational constraints influence team decision-making in extreme and disruptive contexts.
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Satyanarayana Parayitam and Chris Papenhausen
This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of…
Abstract
Purpose
This paper aims to investigate the effect of cooperative conflict management on agreement-seeking behavior, agreement-seeking behavior on decision outcomes, moderating role of competence-based trust on the relationship between agreement-seeking behavior and decision outcomes, and mediating role of agreement-seeking behavior between cooperative conflict management and decision outcomes.
Design/methodology/approach
Using a structured survey instrument, this paper gathered data from 348 students enrolled in a strategic management capstone course that features strategic decision-making in a simulated business strategy game. The data from 94 teams were collected from the student population using a carefully administered instrument. The data were aggregated after running the inter-rater agreement test and the analyzed to test the hypotheses.
Findings
The results from the hierarchical regression of the complex moderated mediation model reveal that cooperative conflict management is positively related to agreement-seeking behavior, and agreement-seeking behavior mediates the relationship between cooperative conflict management and decision outcomes. The results also suggest that competence-based trust acts as a moderator in the relationship between agreement-seeking behavior and decision quality; agreement-seeking behavior and team effectiveness, and agreement-seeking behavior and decision commitment. Results also support mediation of agreement-seeking behavior between cooperative conflict management and decision outcomes.
Research limitations/implications
The present research is based on self-report measures, and hence, the limitations of social desirability bias and common method bias are inherent. However, adequate care is taken to minimize these limitations. The research has implications for the strategic decision-making process literature.
Practical implications
In addition to the strategic management literature, this study contributes to practicing managers. The study suggests that competence-based trust plays a vital role in decision effectiveness. Administrators need to select the members in the decision-making process who have competence-based trust on one another and engage in agreement-seeking behavior.
Social implications
The findings from the study help in creating a fruitful social environment in organizations.
Originality/value
This study provides new insights about the previously unknown effects of cooperative conflict management and agreement-seeking behavior in strategic decision-making process.
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Kevin C. Stagl, Eduardo Salas, Michael A. Rosen, Heather A. Priest, C. Shawn Burke, Gerald F. Goodwin and Joan H. Johnston
Distributed performance arrangements are increasingly used by organizations to structure dyadic and team interactions. Unfortunately, distributed teams are no panacea. This…
Abstract
Distributed performance arrangements are increasingly used by organizations to structure dyadic and team interactions. Unfortunately, distributed teams are no panacea. This chapter reviews some of the advantages and disadvantages associated with the geographical and temporal distribution of team members. An extended discussion of the implications of distributed team performance for individual, team, and organizational decision making is provided, with particular attention paid to selected cultural factors. Best practices and key points are advanced for those stakeholders charged with offsetting the performance decrements in decision making that can result from distribution and culture.
Neha Verma, Santosh N Rangnekar and Mukesh Kumar Barua
The purpose of this paper is to perform organizational team effectiveness analysis and to find out whether decision-making style (DMS) has any association with team effectiveness…
Abstract
Purpose
The purpose of this paper is to perform organizational team effectiveness analysis and to find out whether decision-making style (DMS) has any association with team effectiveness. Which style most significantly affects the team effectiveness and how this predictive association can be used to improve existing teams as well as to build new effective teams?
Design/methodology/approach
The sample includes 231 sample responses of executives from Indian Manufacturing Organizations from both public and private sectors. Two standardized questionnaires are used for data collection. Mainly, SPSS v20.0 was used for data analysis and hypotheses testing. AMOS v20.0 was used for testing the research model based on the supported hypotheses.
Findings
Rational DMS is mostly endorsed by the Indian executives. Not all DMSs but rational and avoidant styles independently and interactively are the significant predictors of team effectiveness.
Research limitations/implications
The survey method of data collection, cross-sectional research design and consideration of particular DMSs and team effectiveness frameworks are the main limitations of this study. Theoretical as well as practical implications are vested in the results.
Practical implications
The study bears significant practical implications for the respondents, practitioners, professionals and academicians in the field of team working. Management development and training activities may be directed based on the findings.
Social implications
The study suggests socially acceptable and practicable decision-making behaviors in organizations. It highlights suggestions for improving team effectiveness (TE). Hence, certain social implications are also there.
Originality/value
The edge in this research over the previous studies is that earlier scholars, who examined member traits’ impact on TE, did not considered DMS as a predictor of TE. Certain researchers appealed for diagnosing the standard variable to measure the member style. This research is, therefore, unique in its kind as it is a pioneering effort to study the DMS in relation to team effectiveness. The focus on sample of Indian manufacturing executives also bears importance. Moreover, unlike other researches, it focuses on DMS rather than the decision-making process itself.
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Wencang Zhou, Zhu Zhu and Donald Vredenburgh
As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention…
Abstract
Purpose
As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance.
Design/methodology/approach
Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety.
Findings
This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety.
Research limitations/implications
The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further.
Practical implications
As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance.
Originality/value
This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.
Details