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1 – 10 of over 46000Dalia Birani-Nasraldin, Ronit Bogler and Anit Somech
Relying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management…
Abstract
Purpose
Relying on the principles of the social exchange theory, the current study is aimed at investigating the impact of team-member exchange relationships (TMX) among school management team (SMT) members on school outcomes (organizational citizenship behavior [OCB], job satisfaction and innovation) via the mediating role of leader-member exchange (LMX) relationships between principals and SMTs.
Design/methodology/approach
Data were collected from multiple sources in 86 elementary and junior high schools to avoid one-source bias: 86 principals, 357 SMT members and 683 schoolteachers who were not members of the management teams.
Findings
The results revealed a positive relationship between TMX and teachers' job satisfaction and OCB, but no significant link between TMX and innovation. LMX partially mediated the relationship between TMX and OCB and between TMX and teachers' job satisfaction. Full mediation was found in TMX-innovation relationship.
Practical implications
The findings carry a message for school principals and policymakers regarding the importance of developing and maintaining high-quality horizontal and vertical exchange relationships among the SMT members for their positive influence on school outcomes.
Originality/value
To the best of the authors' knowledge, this is the first study to examine the link between TMX and LMX as a team phenomenon, and specifically in the educational setting. The finding that there is a positive link between the two constructs may imply that SMTs contribute to school success not only directly by exhibiting high-quality TMX but also indirectly through the high-quality LMX.
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Barbara A. Wech, Karen Norman Kennedy and Dawn R. Deeter‐Schmelz
As organizations increasingly rely on teams to provide high levels of customer service, one's understanding and research methods related to teams must expand so that multiple…
Abstract
Purpose
As organizations increasingly rely on teams to provide high levels of customer service, one's understanding and research methods related to teams must expand so that multiple hierarchical levels of an organization are analyzed effectively. This study aims to propose and test a model examining multi‐level team relationships.
Design/methodology/approach
Survey data from customer contact teams in a banking setting were analyzed using hierarchical linear modeling (HLM), a method appropriate for investigating individual and group level variables within an organization.
Findings
Results indicate that team‐member exchange, a group‐level variable, is positively associated with employee performance and organizational citizenship behavior (OCB), and explained variance in outcomes above and beyond that explained by the individual‐level relationship between the supervisor and subordinate.
Research limitations/implications
Analyzing both individual‐ and group‐level variables through HLM explicates team processes and outcomes. While this study examines the banking environment, certainly, teams are an area fertile for additional study in a variety of industries.
Practical implications
The results provide support for the importance of team development and training as organizations increasingly use teams to provide critical customer service. Attention to the employee‐manager relationship and team member interactions will improve performance.
Originality/value
The paper extends understanding of important team member outcomes in an environment that increasingly relies upon teamwork to serve customers. It examines team‐member exchange and its effects on employee performance and OCB in the context of customer contact teams. Additionally, investigates leader‐member exchange in the context of team‐member exchange, a relationship that provides a more robust understanding of team processes.
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Herman H.M. Tse, Marie T. Dasborough and Neal M. Ashkanasy
Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In…
Abstract
Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In particular, little is known of the effect of LMX differentiation (in-group versus out-group) as a process of social exchange that can, in turn, affect TMX quality. To explore this phenomenon, this chapter presents a multi-level model of TMX in organizations, which incorporates LMX differentiation, team identification, team member affect at the individual level, and fairness of LMX differentiation and affective climate at the group-level. We conclude with a discussion of the implications of our model for theory, research, and practice.
Christopher H. Thomas, Foster Roberts, Milorad M. Novicevic, Anthony P. Ammeter and Dragan Loncar
In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by…
Abstract
In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.
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Marc Ohana, Florence Stinglhamber and Gaëtane Caesens
The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and…
Abstract
Purpose
The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and respect) on team citizenship behaviors. More precisely, the authors first test the mediating role played by both team-member exchange and team identification in this relationship. Further, they examine the moderating role of extraversion in these two mediating mechanisms.
Design/methodology/approach
Based on 134 subordinate–supervisor dyads, the authors conducted moderated multiple mediation analysis.
Findings
The results of this study showed that, for highly extraverted employees, coworkers’ interpersonal justice positively influences team citizenship behaviors because of an exchange relationship of better quality among the team members. In contrast, for employees with low or medium levels of extraversion, the positive effect of coworkers’ interpersonal justice on team citizenship behaviors is explained by their higher identification with the team.
Practical implications
This paper holds important implications for management practice in teamwork environment. Given coworkers' interpersonal justice role in determining team citizenship behaviors, the findings of this study highlight the importance of establishing a work culture where each employee treats others fairly.
Originality/value
Overall, these findings indicate that, depending on the level of employees’ extraversion, mechanisms grounded in the social exchange and the social identity perspectives act as complementary mechanisms in the team-focused justice–citizenship behaviors relationship.
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Xianmiao Li, Zhenting Xu and Chenghao Men
This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge…
Abstract
Purpose
This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation.
Design/methodology/approach
The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses.
Findings
Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust.
Originality/value
This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.
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Bao Li, Wanming Chen, Changqing He and Yuwen Zhang
Team autonomy is thought to be important for team innovation performance. However, the theoretical basis of the relationship between team autonomy and team innovation performance…
Abstract
Purpose
Team autonomy is thought to be important for team innovation performance. However, the theoretical basis of the relationship between team autonomy and team innovation performance is not well understood, and previous studies have found inconsistent relations between them. Based on motivated information processing in groups (MIP-G) theory, this paper aims to explain how and when team autonomy could influence team innovation performance from a new team-level perspective.
Design/methodology/approach
Using a two-wave, time-lagged survey design, the authors collected data from 340 members of 86 teams in China. PROCESS 3.0 for SPSS was used to test hypothesized relationships.
Findings
The results show that team autonomy is positively related to team information exchange. Team information exchange mediates the positive relationship between team autonomy and team innovation performance. Furthermore, the positive relationship between team autonomy and team information exchange is stronger with less task conflict, which runs contrary to the hypothesis. Additionally, relationship conflict does not adjust the impact of team autonomy on team information exchange.
Originality/value
This study provides a new perspective to explain the mechanism between team autonomy and team innovation performance at team level from the information processing approach, specifically, MIP-G theory. It also incorporates team conflicts as important contextual factors to answer the call for a wider study of boundary conditions in the team autonomy research.
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Nasib Dar, Yasir Mansoor Kundi and Zeeshan Hamid
This study examines the direct influence of team-member exchange (TMX) on team innovative work behavior (IWB) and the mediating roles of team knowledge sharing and team job…
Abstract
Purpose
This study examines the direct influence of team-member exchange (TMX) on team innovative work behavior (IWB) and the mediating roles of team knowledge sharing and team job crafting.
Design/methodology/approach
To test our research model, we collected multilevel, multisource, and multi-wave data from 284 employees and 74 teams in Pakistan.
Findings
TMX positively relates to team IWB directly and indirectly via serial mediation of team knowledge sharing and team job crafting.
Originality/value
This is the first study to investigate how TMX promotes team IWB through team knowledge sharing and team job crafting.
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Mahn Hee Yoon and David J. Yoon
This paper aims to examine the mediating roles of self-efficacy and team commitment in linking service employees’ relative leader-member exchange (RLMX) with customer service…
Abstract
Purpose
This paper aims to examine the mediating roles of self-efficacy and team commitment in linking service employees’ relative leader-member exchange (RLMX) with customer service behaviors and also the moderating roles of team-level differentiations in leader-member exchange (LMX) and team-member exchange (TMX) in influencing these mediation processes.
Design/methodology/approach
Data were collected from 467 customer-contact employees working in hotel restaurants. Hierarchical linear modeling analysis was used to test the mediation hypotheses, and moderated path was used to assess the moderated mediation.
Findings
Self-efficacy and team-commitment both mediated the relationship between RLMX and customer service behaviors. The differentiations in LMX and TMX significantly interacted with RLMX in predicting self-efficacy and team commitment and also moderated the indirect effects of RLMX on customer service behaviors.
Research limitations/implications
Future studies need to incorporate customers’ or immediate supervisors’ ratings of subordinates’ customer service behaviors and replicate the findings in different countries and work settings.
Practical implications
Hospitality managers should foster a work environment wherein they develop equal quality relationships with their subordinates in a workgroup and promote high-quality relationships among subordinates in the workgroup to improve subordinates’ self-efficacy, team commitment and, subsequently, their customer service behaviors.
Originality/value
This study incorporates both self-efficacy and team commitment as motivation-based and social exchange-based mediators, respectively, in predicting customer service behavior. It also extends the boundary condition for the mediations by considering the team-level differentiations in both vertical exchange (LMX) and horizontal exchange (TMX).
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Di Zhao and Wenjun Cai
Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on TMX and…
Abstract
Purpose
Emotional intelligence (EI) is deemed important in developing interpersonal relationships. However, in the development of team-member exchange (TMX), the effect of EI on TMX and the team context have been largely ignored. For filling these gaps, this study explores the effect of employee EI on employee TMX and introduces EI-based leader-member exchange (LMX) differentiation as a team context to moderate the EI-TMX relationship.
Design/methodology/approach
Data were drawn from 51 teams (consisting of 293 followers and 51 team leaders) selected from 30 companies (across the industries of technology, real estate, commerce and manufacturing).
Findings
Results revealed that employee EI was positively related to employee TMX. EI acted as the basis of LMX differentiation (EI was positively related to LMX, EI variety was positively associated with LMX differentiation), and EI-based LMX differentiation acted as a favorable context for high-EI employees to develop high-quality TMX.
Originality/value
This study contributes to the understanding of EI’s significant and complex influence on interpersonal exchange relationships between leaders, followers and coworkers.
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