Search results

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.

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.

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.

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.

Effective internal dynamics of new venture teams is seen as a key contributor to venture success. The purpose of this paper is to investigate the ways in which new venture teams consisting of nascent entrepreneurs initiate trust and control during venture emergence.

Dimensions of trust and control are developed into an analytical framework applied to documented team norms. Coding detects frequency of trust and control dimensions. Supplementary data triangulate findings and explore follow-on effects in team dynamics and venture emergence.

Frequency of coded dimensions generates a venture team profile. Teams prime their dynamics through use of trust and/or control language in documented norms. Priming is seen to influence entrepreneurial perseverance during venture emergence, stemming either directly from team dynamics, or indirectly from key shareholder relationships or environmental conditions.

Data are bounded to a specific contextual setting representing incubation and education, where the nascent entrepreneurs are simultaneously students. The complexity of venture emergence means that multiple factors influencing new venture teams may influence trust and control in ways currently unaccounted for.

Exploration of trust and control during venture emergence emphasizes soft-skills critical to entrepreneurial perseverance and venture success. Team norms can be designed to prime toward trust or control, and can be indicative of teams’ sensitivity to external factors, enabling evidence for intervention.

The paper illustrates ways in which trust and control influence team dynamics during venture emergence.

The purpose of this paper is to examine how team social media usage (SMU) affects two types of knowledge sharing (KS), namely, in-role and extra-role KS, and then individual job performance. The study also examines the mediating effects of two types of KS and the main and moderating effects of team performance norms on individual job performance.

This study applies the theory of communication visibility to develop a cross-level model and then validate it through a three-wave survey from 600 individuals in 120 teams. Hierarchical linear model is used to test the hypotheses.

The results suggest that team SMU improves team members’ in-role and extra-role KS, and thus enhances their individual job performance. The in-role and extra-role KS have partial mediating effects between team SMU and job performance. The results also show that team performance norms have a positive main effect on individual job performance, but negatively moderate the relationship between individual extra-role KS and job performance.

This study contributes to the operations management literature by examining the effects of team SMU from a multilevel perspective.

The findings provide managers with ways to improve individual KS and job performance.

This study is one of the first to investigate the effects of team SMU on individual KS and job performance. It also identifies the two-sided effects of team performance norms.

The purpose of this research is to examine the relationships among team leader emotional intelligence competencies, team level emotional intelligence, and team performance.

It is argued here that the team leader's emotional intelligence (EI) will influence the development of group level emotional intelligence (GEI), which was measured by a team's emotionally competent group norms (ECGN). Second, it is hypothesized that the presence of ECGNs will positively influence group effectiveness. Data were collected from 422 respondents representing 81 teams in a military organization.

Results show that team leader emotional intelligence is significantly related to the presence of emotionally competent group norms on the teams they lead, and that emotionally competent group norms are related to team performance.

Limitations of this research include a narrow sample with the teams not being highly interdependent.

This research provides implications for practice in three primary areas: development and sustainment of emotionally intelligent managers and leaders; development and sustainment of emotionally intelligent work groups; and establishment of organizational leaders at all levels to foster and support emotional competence throughout the organization.

This research contributes to the field by offering support for the effects the team leaders' emotional intelligence has on the teams they lead as well as by showing how team level emotional intelligence affects team performance. This study adds to the body of literature in what is considered a relatively new area of study. The four key contributions of this research are: this research shows that the leader's behaviors are important at the team level; this research further validates Wolff and Druskat's (forthcoming) ECGN theory by lending support for the ECGNs as well as offering alternative clustering ideas for the norms; ECGNs were shown to be related to performance; and lastly this research extends the knowledge base about emotions in groups.

The purpose of this study was twofold: first, to test to what extent a cooperative conflict management style can be related to attitudes, norms and perceived volitional control. Second, because conflict resolution is an activity that unfolds at the team level, the validity of the theoretical model was tested at the team level of analysis. The aim was to extend the understanding we have on antecedents of conflict management styles and to build a bridge between two different levels of analysis.

This was done by building on the theory of planned behavior, which, to the authors’ knowledge, has neither been related to organizational behaviors nor to small group dynamics. A questionnaire was distributed to subjects that have experienced working together in teams. In total, 131 team members (grouped in 33 teams) provided answers on the key concepts of the model.

First, perceived norms and high volitional control relate to individuals’ intentions to engage in cooperative conflict management activities, with intentions not mediating to role of norms on behavior. Second, at the team level, a high level of perceived norms relates to a higher occurrence of a cooperative resolution style. Additionally, high diversity on the attitudes over the value of this style negatively impacts its occurrence.

This study offers a cross-sectional image of an important process in the team. Additionally, relying on the subjects’ self-reports represents a limitation in the current study, considering the goal of the model is to predict behavior. Future research could address this, and additionally, consider team characteristics or individual traits that could add to the model of planned behavior.

This paper adds to the literature as an attempt the bridge individual level constructs team-level processes. Moreover, it provides evidence for potential antecedents of conflict management styles. This latter contribution can be relevant for practitioners as well, that could invest in the institutionalization of favored resolution style to benefit from it.

This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It clarifies the key factors that are relevant to a team at each stage of the transformation process and the leadership roles that each team member can play. The role of an organisation's senior management is considered both in terms of the impact it has on the transformation process within specific teams and in terms of creating the necessary organisational environment to make effective teams the norm. Some reasons why senior management behaviour is often perceived as inconsistent and unhelpful are explored. Specific recommendations are made to help senior managers to adapt their behaviour, and in so doing become more context‐sensitive to the needs of the environment as it changes. Some tools and techniques are presented that have been found in practice to help senior managers adapt their behaviour to that most appropriate at a given time, and to create the organisational infrastructure needed to make effective teams the organisational norm rather than the exception. A case study is presented illustrating the networked nature of leadership and the culture change associated with making effective teams “the way we do things around here.”

We offer a conceptualization of third culture in intercultural interactions and describe its different forms as well as its antecedents and consequences. Third culture is a multicultural team's shared schema that contains not only team and task knowledge, but also a shared set of beliefs, values, and norms grounded in the national cultures of the team members. We develop a typology to distinguish third culture schema form on two dimensions: third culture strength and third culture content. We then propose both team process and team composition variables that influence the emergence of these different forms. Furthermore, we use social identity formation and sensemaking mechanisms to propose the effects of these third culture forms on team performance.

Purpose – Drawing from social psychology and economics, I propose several mechanisms that may affect ownership stakes among entrepreneurs, including norms of distributive justice, negotiation constraints, and network constraints. The processes are explored empirically for a representative dataset of entrepreneurial teams.

Methodology/Approach – Between 1998 and 2000, entrepreneurial teams were sampled from the U.S. population for the Panel Study of Entrepreneurial Dynamics. I analyze the distribution of ownership stakes at both the individual and group levels.

Findings – The results suggest that principles of macrojustice, affecting the distribution of resources in teams as a whole, deviate considerably from principles of microjustice, affecting the resources received by individual entrepreneurs. While aggregate inequality increases in teams that have a diverse set of members, the effect is not reducible to discrimination on the basis of individual status characteristics. Instead, the relational demography of teams – characterized in terms of the degree of closeness in network ties and homogeneity in demographic attributes – serves as a uniquely social predictor of between-group variation in economic inequality.

Originality/Value of the paper – Empirical research on inequality has paid little attention to the process of group exchange in organizational start-ups, where entrepreneurs pool resources and skills in return for uncertain or indirect payoffs. This paper offers both theoretical frameworks and empirical analyses to shed light on economic inequality among entrepreneurs.

Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures.

Survey data were gathered from college baseball players in varied regions of the USA.

Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players.

Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young.

In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals.

In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing.

The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.

The purpose of this paper is to describe a model of team establishment that emerged from 64 teams comprised of mid‐career working professionals.

A total of 64 similarly configured 18 member teams assembled for work on the same day and, thereafter, worked on similar tasks. A single representative team was observed throughout its process of its formation‐establishment‐using participant observation and interviews. A case report describing the process was co‐constructed afterward. Individuals from remaining teams systematically compared/contrasted their experience with the case report. Qualitative analysis of 874 responses provides the basis for this paper.

Teams formed very differently than expected. A highly dynamic and rapid process was seen. The model suggests interplay between ongoing assessment of the context and organizing for work while norms emerge and work is performed.

Individual comparisons/contrasts with the case report, unlike the case report itself, were not the result of prolonged engagement, persistent observation, triangulation, and co‐construction processes. The research focus was on team development; implications for performance are not addressed.

Leaders can influence the speed of establishment through intentionality during the establishment phase. The rapid establishment process that emerged here may have application across a wider range of work settings—especially where members are experienced in working collaboratively.

The model of team establishment has likely application in other settings. The study also suggests the valuable insights that study informants can contribute to research.