Search results

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

The aim of this study is to investigate how team-level leader-member exchange (LMX) and the instrumental use of artificial intelligence (AI) by team members influence team psychological empowerment and information systems development (ISD) team performance.

A survey approach was employed to collect time-lagged, multi-source data for testing the proposed model of this study (N = 514 responses from 88 teams). PROCESS macro was used to analyze the data to generate empirical results.

The results suggest that instrumental AI use indirectly influences ISD team performance by enhancing team psychological empowerment. Additionally, it moderates the effects of team-level LMX on team psychological empowerment and ISD team performance. Furthermore, the results demonstrate that the interaction effect of LMX and instrumental AI use on ISD team performance is mediated by team psychological empowerment.

While research on ISD consistently demonstrates that teams, data, and technology collectively contribute to the success of these projects. What is less known, however, is how the exchange relationship between ISD teams and their leader, as well as technological factors, contribute to ISD projects. This study draws on LMX theory to propose how team-level LMX and the instrumental use of AI by team members influence team psychological empowerment and ISD team performance. The study puts forth a mediated moderation model to develop a set of hypotheses. It offers valuable contributions to AI and LMX, along with implications for ISD team management.

Drawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee ambidexterity. The study also investigates the moderating role of team empowerment climate in the relationship between team cohesion and employee adaptive performance.

Time-lagged data were collected in two waves from a sample of 212 employees from 43 teams working in software houses in Pakistan. R (lavaan package) was used to analyze the multilevel framework.

The findings reveal that both team cohesion and employee ambidexterity positively relate to employee adaptive performance. Moreover, employee ambidexterity mediates the cross-level relationship between team cohesion and employee adaptive performance. The results also support that team empowerment climate (a contextual boundary condition) moderates the direct relationship between team cohesion and employee adaptive performance.

The primary novelty of this study lies in developing and examining a holistic conceptual framework for a multilevel model in the software industry that incorporates team cohesion (level 2) as an antecedent, employee ambidexterity (level 1) as an underlying mechanism, employee adaptive performance (level 1) as an outcome and team empowerment climate as a boundary condition (level 2).

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.

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.

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.

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.

Drawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.

Multi-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.

This study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.

This study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.

The construction of infrastructure projects for extracting natural resources is vital to the economies of countries and the strategies of mining companies. Project performance success (PJPF) means achieving the planned scope, cost, schedule and quality. This study aims to analyze if PJPF is influenced by the team’s psychological empowerment (PEMP) and structural empowerment (SEMP), the project manager’s transformational leadership (TLD) and shared leadership (SLD) styles and the cultural power distance (CPDT). The study also examined the mediating roles of TLD and CPDT.

This paper tested its hypotheses through confirmatory factor analysis and structural equation modeling in AMOS. Data were collected using the online survey platform SurveyMonkey. Owners, contractors and consultants from 24 countries across the Americas, Africa, Europe, Asia and Australia contributed a total of 222 responses. All participants were involved in construction projects owned by a mining company listed in the S&P 500.

PEMP has a positive impact on PJPF, SEMP and CPDT. PEMP fosters engaged and autonomous employees with agility and problem-solving skills. TLD mediates the relationship between PEMP and SLD. The results indicated that SEMP, TLD and SLD, on their own, do not directly contribute to project success. In contrast to prior studies, CPDT does not mediate the effects of PEMP on PJPF.

Although construction projects remain labor-intensive, research on measuring PEMP, SEMP, TLD, SLD and CPDT in this field is limited. This document is notable for incorporating the perspectives of owners, EPC contractors and consultants.

The literature has not yet delved sufficiently deeper into the holistic relationship between organisational culture and agile project management. This paper aims to address this literature gap by delineating the specifics of why and how organisational culture affects agile project management.

This paper addresses this literature gap by conducting a systematic literature review of empirical research investigating how organisational culture affects agile project management. This paper draws on the competing values framework to explain how various dimensions of organisational culture influence the technical and social streams of agile project management.

The findings underscored the detrimental effects of hierarchical culture, characterised by rigid organisational structures, formal communication with management and resistance to change acceptance, on both the technical and social aspects of agile projects. In contrast, the positive impact of group culture on the social aspect was evident through employee empowerment and teamwork. Moreover, the rational culture dimension demonstrated favourable effects on both streams, emphasising market knowledge, financial development and business opportunities. Finally, the developmental culture dimension supported customer collaboration, knowledge sharing and innovation.

The focus on the “mutability” of organisational culture has led to four research propositions delineating specific ways of cultivating organisational culture to be more conducive to agile projects, marking a first in the academic literature.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

This study examines the relationship between servant leadership and its dimensions on firm performance, with big data playing the role of a mediator.

Survey responses used for analysis in this study have been taken from business managers associated reputed private sector organizations in India. A conceptual model is proposed grounded to the Conservation of Resource Theory (COR). Structural equation modeling has been used to test the proposed model.

Servant leadership significantly relates to firm performance, whereby Big Data is seen to play the role of a mediator. The results also indicate that none of the dimensions of servant leadership independently affect firm performance.

The study adds to extant research by examining the mediating mechanism of Big Data in servant leadership and firm performance. It also suggests that each dimension of servant leadership gets reflected in overall servant leadership. Here it is important to note that Big Data analytics partially mediate the effectiveness of servant leadership.

In modern healthcare environments, collective leadership within nursing teams serves as a fundamental pillar for providing high-quality patient care. The purpose of this study is to identify the factors to improve the collective leadership among the healthcare practitioners.

Using data collected through an online survey of 417 registered nurses in 12 general hospital in Malaysia, the study uses partial least squares structural equation modeling to test the proposed hypotheses.

The result indicate that the collective leadership is directly driven by team shared vision, team commitment and team collaboration. Finding also shows that team shared vision, team commitment and team collaboration has a positive and significant impact on collective leadership. Finally, this study also revealed that, the team collaboration is the most significance factor that affecting the collective leadership among nurses.

This work contributes to a better understanding on collective leadership, ultimately improving team effectiveness and patient care outcomes.