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The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry.

Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters.

The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters.

By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry.

Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.

The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.

The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.

This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.

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.

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.

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.

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.

The present study was conducted to investigate the relationship between team-level inclusive leadership perceptions, team thriving, and team proactivity as well as the moderating effect of team power distance on these relationships.

A two-wave survey study of 365 manufacturing employees comprising 85 teams in an organization in Eastern China was used to test the hypotheses.

The findings indicate that inclusive leadership stimulates collective thriving, which then promotes team proactivity. In addition, team power distance negatively moderates the relationship between inclusive leadership and collective thriving, as well as the indirect effect of inclusive leadership on team proactivity via collective thriving.

This study is one of the first to investigate the effects of inclusive leadership at the team level, and answers recent calls to investigate the mechanisms linking leadership-related constructs to team-level proactivity. The authors also identify an important boundary condition to the effects of inclusive leadership in team power distance.

The role of leadership through senior management teams (SMT) has received increasing attention over the past several decades. Such leadership requires principals to play a key role in promoting SMT effectiveness. Therefore, according to the input–mediator–outcome model (Ilgen et al., 2005), this study's purpose is to investigate the mediating role of school SMT learning in the relationship between principal systems thinking (PST) and SMT effectiveness after accounting for students' socioeconomic backgrounds and SMT members' tenure.

A three-source survey design with self-reported and non-self-reported data was used, from a sample of 282 participants from 71 elementary schools in Israel. The sample included principals and SMTs. Data were aggregated at the school level of analysis.

The results from structural equation modeling and bootstrapping analysis indicated that SMT learning fully mediates the relationship between PST and SMT effectiveness, irrespective of the students' socioeconomic backgrounds.

This study provides important insights into the role of SMT learning as a mediator in the relationship between PST and SMT effectiveness. In addition, the study responds to the call of previous studies to examine the effects of PST on characteristics and outcomes at the group level. Moreover, the proposed integrative model highlights the importance of SMT learning and suggests new ways to encourage it.

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 article aims to present the results of adapting the team boosting behaviors (TBB) scale to Polish cultural conditions and validating it.

The research methodology consisted of three steps. In the first step, I translated the TBB scale into Polish using a rigorous back-translation method. Next, to assess content validity, nine domain experts reviewed the initial version of the instrument for clarity and relevance. Finally, I applied the scale to a sample of 532 team members and underwent thorough psychometric testing to assess construct validity. I employed structural equation modeling (SEM) with the partial least squares (PLS) factor-based algorithm technique for confirmatory factor analysis to assess the scale’s reliability and validity.

After development, the Polish version of the TBB scale kept its three sub-scale structures. However, the validation process led to a slight reduction in the number of test items compared to the original scale.

The findings imply that the Polish version of the scale is a valid and reliable tool for assessing TBB. However, I recommend additional studies to confirm this instrument’s structure.

The results confirmed the reliability and relevance of the tool for measuring TBBs in Polish cultural conditions. The tool provides the basis for implementing further research with the TBB construct in Poland and internationally.

Professional sports teams employ highly paid managers and coaches to train players and make tactical and strategic team decisions. A large literature analyzes the impact of manager decisions on team outcomes. Empirical analysis of manager decisions requires a quantifiable proxy variable for manager decisions. Previous research focused on manager dismissals, tenure on teams, the number of substitutions made in games or the number of healthy players on rosters held out of games for rest, generally finding small positive impacts of manager decisions on team success.

The authors quantify manager decisions by developing a novel measure of game-specific coaching decisions: the Herfindahl–Hirschman Index (HHI) of playing-time across players on a team roster over the course of a season.

Evidence from two-way fixed effects regression models explaining observed variation in National Basketball Association team winning percentage over the 1999–2000 to 2018–2019 seasons show a significant association between managers’ allocation of playing time and team success. A one standard deviation change in playing-time HHI that reflects a flattened distribution of player talent is associated with between one and two additional wins per season, holding the talent of players on the team roster constant. Heterogeneity exists in the impact across teams with different player talent.

This is one of the first papers to examine playing-time concentration in the NBA. The results are important for understanding how managerial decisions about resource allocation lead to sustained competitive advantage. Linking coaching decisions to wins can help teams to better promote this core product.

The increasing presence of traditional or new forms of robots at work demonstrates how the copresence of workers and robots might reframe work and workplaces and consequently arouse new human resource management (HRM) questions regarding how to manage the spatiotemporal change of work in organizations. Based on a spatiotemporal perspective, this conceptual article examines the implication of new spatiotemporal dynamics of work, which are generated by the interaction between workers and traditional or new forms of robots that are driven by advanced digital technologies, for HRM.

The article begins by carrying out a selective review focusing on the studies that enhanced the comprehension of the digital-driven spatiotemporal dynamics of work. It then presents a spatiotemporal framework from which it examines the implications of digital-driven spatiotemporal work boundaries for HRM. The article ends by underscoring the theoretical and empirical importance of taking more interest in new spatiotemporal forms of work for developing the HRM of the future.

By developing the notion of workuniverses, which denotes the spatiotemporal boundaries generated by the act of working through the interaction between workers and different forms of robots, this research first develops a theoretical framework that discerns three forms of spatiotemporal dynamics forming workuniverses at different levels and two spatiotemporal arrays for managing the spatiotemporal change of work in organizations. The HRM questions and ethical concerns generated by the formation of workuniverses are then revealed through four focuses: the management ethics in workuniverses, individuals' spatiotemporal well-being, collective spatiotemporal coordination and spatiotemporal change management in workuniverses.

This research provides an original perspective, which is the spatiotemporal perspective, to examine the new spatiotemporal dynamics that form workuniverses and the HRM questions and concerns generated by the increasing interaction between workers and different forms of digital-driven robots.

This article aims to analyze the way the leader acts in the development of collective competencies (CC) of fashion work teams, seeking to demonstrate ways in which the leader can collaborate for the development of the collective work.

With a qualitative approach, this paper carried out a case study strategy having the Creation Center of a fashion group from Santa Catarina, Brazil as a research object. Data collection took place through semi-structured interviews and participant observation with 36 employees from 6 work teams from 5 clothing brands.

Our findings make it clear that the leader influences the CC development of fashion work teams. The leader's role becomes essential for directing and developing his team, seeking to encourage participation and cooperation between team members to achieve the objectives and expected results. It was considered that the CC development could be associated with how much the leader represents his team and contributes with guidelines that emphasize the collective and the people and teams' development. The leader who makes the cooperative relationship feasible, encourages effort and promotes cohesion and teamwork tends to collaborate with actions that foster CC development.

From a theoretical perspective, it is the first study to analyze empirically the relationship between leadership and CC. A model with 18 guidelines was developed, divided into six determining factors (activity dynamics, team composition, individual characteristics and dispositions, team integration, communication and physical structure) that demonstrated the way the leader collaborates for the CC development. For the fashion industry, this study demonstrates elements capable of assisting collective creativity and the development of fashion collections.