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The aim of this paper is to test the moderating role of emotion regulation in the transformation of both task and process conflict into relationship conflict.

A field study of multi-teams systems, in which (94) respondents are engaged in interpersonal and inter-team interactions, was conducted to test the effects of the interaction of emotion regulation and task and process conflict on the emergence of relationship conflict in 23 multi-team client/supplier systems.

The findings show that when collective emotion regulation strategies are effective, process conflict is less likely to transform into relationship conflict. An emerging finding of this study shows that process conflict mediates the interaction between task conflict and emotion regulation on relationship conflict in multi-team systems.

This study uses a relatively small number of projects and participants: further studies with larger samples are recommended; in addition, longitudinal studies would allow for further testing the effect of team longevity in the emergence of effective emotion regulation strategies.ct transforming into relationship conflicts.

The findings imply that managers of multi-team systems should actively try to stimulate their teams to develop effective emotion regulation strategies as effective emotion regulation mechanisms minimize the risk of process conflict transforming into relationship conflicts.

The paper looks at a real-world (as opposed to lab-situation) environment; it addresses a contingency model of intra-group conflict and tests the transformation of task and process conflicts into relationship conflict taking into account the moderating effect of emotion regulation.

As teams are built around specialized and different knowledge, they need to regulate their knowledge boundaries to exchange their specialized knowledge with other teams and to protect the value of such specialized knowledge. However, prior studies focus primarily on boundary spanning and imply that boundaries are obstacles to sharing knowledge. To fill this research gap, this study aims to indicate the importance of knowledge protection regulation, an activity that sets an adequate boundary for protecting knowledge, and investigate the factors that facilitate knowledge protection regulation and its consequences.

This study collected empirical data from 196 teams in seven organizations. Through a validation of the measurement model, data from 138 teams are used for further analysis. The hypotheses effects are assessed using a structural equation model.

The analysis results indicate that both task uncertainty and task interdependency enhance knowledge protection regulation in teams, and that information technology support moderates the relationship between task uncertainty and knowledge protection regulation. The results also indicate that knowledge protection regulation improves inter-team coordination and team performance.

This study focuses on knowledge protection regulation by adopting communication privacy management theory at the team level. The findings imply that boundary management is the process of communication and depends on the role the teams play in accomplishing their tasks. The findings also provide a new way to understand knowledge flow of the teams as well as the entire organization.

Business ethics provide a potent source of competitive advantage, placing increasing pressure on organizations to create and maintain an ethical workforce. Nonetheless, ethical breaches continue to permeate corporate life, suggesting that there is something missing from how we conceptualize and institutionalize organizational ethics. The current effort seeks to fill this void in two ways. First, we introduce an extended ethical framework premised on sensemaking in organizations. Within this framework, we suggest that multiple individual, organizational, and societal factors may differentially influence the ethical sensemaking process. Second, we contend that human resource management plays a central role in sustaining workplace ethics and explore the strategies through which human resource personnel can work to foster an ethical culture and spearhead ethics initiatives. Future research directions applicable to scholars in both the ethics and human resources domains are provided.

Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

This study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.

This study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.

Results indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.

The current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.

This paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.

The current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

The purpose of this paper is to discover the relationship between the extended organizational commitment model (EOCM) and self-determination theory (SDT). The author shows that specific dimensions of commitment can be associated with the forms of regulation and motivation.

Using literature analysis, the author sets the theoretical relationships between commitment and regulation (and motivation). The interrelated relationships are illustrated qualitatively by presenting case studies.

Like the regulation-based motivation scale, the dimensions of organizational commitment (OC) can be sorted and combined with regulation and motivation. The emotional-based OC dimensions (normative commitment as a sense of indebtedness (NC:HiSoI); normative commitment as a moral duty (NC:HiMD); affective commitment (AC)) are influenced by regulation and motivation. In the case of cost-based OC dimensions (deliberate commitment (DC); continuance commitment as a low perceived alternatives (CC:LoAlt); continuance commitment as high sacrifice (CC:HiSac)), the leaders’ motivational strategies are driven by their perceives of the employees’ OC. Commitment dimensions stemming from a degree of necessity are linked to lower levels of regulation, while commitment dimensions stemming from internal conviction are linked to the higher levels of regulation.

The results also must be proved by quantitative researches later. The model presented in this study primarily supports the theoretical understanding of relationships, so its validity should be tested in different cultures, professions or employees with different qualifications and personalities in the future.

Significant resources can be saved for an organization if managers do not want to increase OC in general, rather only its one dimension, depending on the situation and goals, or if managers form their employees’ commitment profiles in a smaller team severally. However, in other cases, the employees’ commitment profiles set the useable motivational strategies, which call into question the suitability of universal motivation systems.

From the point of view of employees, the synergy between regulation (and motivation) and OC contributes to the improvement of their psychological well-being and means more efficient use of resources for organizations.

The study shows the hierarchy of dimensions of the EOCM and its relationship with regulations in the SDT.

To analyze the influence of emotional intelligence on team performance, knowledge sharing, team conflict, and the structure mechanism, the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance, and the influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism.

This research uses the quantitative research method and is included in explanatory research. Data collection was done cross-sectionally. This research was conducted at provincial hospitals in South Sulawesi and in Central Sulawesi.

Emotional intelligence directly influences knowledge sharing, conflict in teams, the structure mechanism, and team performance. There is a direct influence of knowledge sharing, team conflict, and the structure mechanism on team performance. Then, there is an indirect influence of emotional intelligence on team performance through the mediation of knowledge sharing, team conflict, and the structure mechanism.

The novelty of this research is in its effort to observe the mediation of knowledge sharing, team conflict and the structure mechanism with other variables developed in the research model. No previous studies have found a relationship between emotional intelligence and team performance, knowledge sharing, team conflict, and the structure mechanism, or the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.