Search results

The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team performance. The secondary objective is to create an understanding of the extent to which relative research interest in each construct to date has aligned with its reported effects.

This study uses a random-effects meta-analysis on studies that have measured the relationship between at least one process or outcome factor and overall team performance. The number of studies, effect size and between-study variances are captured and analyzed for each process/outcome factor. Prior literature has explored relationships between various process/outcome factors and overall team performance. This study expands on previous literature by examining a comprehensive set of process/outcome factors and their relative impact on overall team performance.

A meta-analysis of 190 effect sizes extracted from 52 empirical studies over the past two decades (1999–2020) showed the specific process and outcome factors that most strongly contributed to overall team performance were efficiency, schedule and innovation. In addition, only a weak correlation was found between process and outcome factors’ relationships with overall team performance and how often they are studied in the research community.

This study contributes to the body of knowledge on team performance by examining prior research to identify the relevant impact of various process and outcome factors on overall team performance. In addition, this study also assesses the extent to which research interest in these factors has appeared to match their relative impact. Analyzing the relative impact of various process and outcome factors allows researchers and practitioners to better identify methods to create improvement in overall team performance. Based on the findings, prioritizing efficiency, schedule and innovation may promote overall team performance.

The purpose of this study is to synthesize the previous empirical studies on transactive memory systems (TMS) through a meta-analytical approach and test the proposed model for the relationships between TMS and different types of team outcomes.

TMS refers to shared memory systems developed among a group of people for encoding, storage and retrieval of their different knowledge domains. They have been widely used in group or organization settings to describe the cumulative knowledge in a group of multi-disciplinary experts. Previous literature suggests TMS as a critical concept for explaining group performance, but few studies were conducted to integrate the literature findings to identify the relationships between TMS and team outcomes.

The findings suggest that TMS is more strongly linked to affective outcomes than behavioral or performance outcomes. In addition, the authors find that the specific operationalization of TMS does not affect the relationship between TMS and team outcomes. There was not enough support for significant effects of group size and research setting on the relationships between TMS and team outcomes, which indicates that both laboratory and field studies have similar potential to generate valuable results for the research of TMS.

This study contributes to the body of knowledge on team effectiveness by investigating the links between TMS and team effectiveness through a broad definition of outcomes that include tangible constructs, such as performance, as well as behavioral and affective outcomes. By exploring the relationships through this broad conceptualization of team effectiveness, the authors can better understand the particular effects of TMS on different key aspects used to determine success in teams.

Although some researchers have recognized that context can play an important role in explaining the mixed findings of past diversity research, to date a comprehensive framework for specifying these contextual influences has been lacking. In order to address this gap, we propose a framework for future research that incorporates contextual variables at extra-organizational, organizational, and team levels. We consider how these various aspects of diversity influence categorization-based or elaboration-based diversity outcomes. We also present findings of a literature review that identifies aspects of diversity context that have received attention directly or indirectly in research conducted between 1999 and 2007.

Research focusing on psychological capital (PsyCap) has been mainly conducted at the individual level. However, recent research has expanded investigations to the collective level with a greater focus on team-level PsyCap. Although, as demonstrated by recent systematic reviews and meta-analyses, the relationships between individual-level PsyCap and the desirable/undesirable outcomes are fairly established in the literature, less is known about such relationships for team-level PsyCap. One of these important, yet least investigated, research areas is the research stream that focuses on the relationship between team-level PsyCap and the outcomes of health, Well-Being, and safety. This chapter aims to highlight the role of individual-level PsyCap as an important predictor of employees’ health, Well-Being, and safety outcomes, but also to go beyond that to provide insights into the potential role of team-level PsyCap in predicting such outcomes at both individual and team levels. To do so, the chapter first draws upon relevant theories to discuss the empirical research findings focusing on the relationship between individual-level PsyCap and the outcomes of health, Well-Being, and safety. It then focuses on team-level PsyCap from theoretical, conceptualization, and operationalization perspectives and provides insights into how team-level PsyCap might be related to health, Well-Being, and safety outcomes at both individual and team levels. Thus, this chapter proposes new research directions in an area of PsyCap that has been left unexplored.

Several comprehensive reviews are united in drawing the conclusion that the cumulative research evidence on work team diversity is equivocal. Rather than review the extant state of diversity research, in this paper we redirect attention to the context of workplace diversity as a possible explanation for these mixed findings. We discuss how diversity context may be conceptualized, specify various aspects of this context at multiple levels of analysis, and consider how contextual variables can shape the outcomes of work team diversity. We present findings from a literature review (1999–2006) to identify key trends and patterns of results reported in recent research as well as contextual factors that have received attention to date. This paper also considers how the non-significant, positive, negative, and curvilinear effects of diversity reported in studies can be explained by the contextual factors outlined. Implications for future research are also discussed.

This study aimed to develop an in-depth understanding of the outcomes of servant leadership at the team and organizational levels. It reviews the relationship between servant leadership and its team- and organizational-level outcomes, and examines the mediation and moderation effect of the relationship. It further identifies the mechanism by which servant leadership is beneficial to the organization.

A systematic literature review is conducted, focused on 52 articles published between 2012 and 2022. Content analysis and descriptive analysis were used to respond to the research questions.

A new conceptual model was developed to better understand the outcomes, mediators and moderators of servant leadership at team and organization level.

Future research should further explore outcomes of servant leadership at team and organizational levels and test how mediators affect the relationship between servant leadership and associated outcomes.

This study provides a framework for leaders on how servant leadership contributes to teams and organizations, and how a leader applies servant leadership.

This systematic review presents a new model that builds on existing research into servant leadership and its impact on team and organizational levels completed in the past decade. To date, there have been no reviews of servant leadership that focus only on outcomes at the team and organizational levels using a widely recognized database.

In many contemporary service organizations, service teams or service units are the main engines used to deliver key services to customers, client or patients. However, it remains unclear how teamwork mechanisms (i.e. the ways team members work together) influence customer service outcomes, and whether these relationships vary across different service contexts. To advance knowledge on the nature of teamwork in service teams and to set an agenda for further work in this area, there is a need to integrate and synthesize findings across the diverse literature on service teamwork. This paper aims to discuss the aforementioned objectives.

Using a meta-analytic approach, the authors analyzed a substantial pool of relevant effect sizes (a total of 372 effect sizes from 82 studies, with 14,291 service teams/units) to examine the effects of affective, behavioral, cognitive, motivational as well as perceptual teamwork mechanisms on customer service outcomes. The authors also investigated two key service context variables (service climate and service type) as boundary conditions on these effects.

The authors found that cognitive teamwork mechanisms were more strongly positively associated with customer evaluative outcomes than other mechanisms, whereas motivational and perceptual teamwork mechanisms had stronger associations with financial outcomes. Further, four of the five teamwork mechanisms demonstrated stronger correlations under a high service climate. The strength of the correlations between the teamwork mechanisms and customer service outcomes also exhibited different patterns when considered for different service types.

As with all meta-analysis, the quality of the primary studies influences the quality of the insights obtained from summarized effects. As most studies are cross-sectional design, the relationships examined in this paper cannot be interpreted causally. The authors cannot rule out the possibility of reverse causality, for example, reciprocal effects of customer service outcomes on teamwork dynamics due to the reciprocal feedback loop between customers and service providers.

The results hold important practical implications for enhancing customer evaluation and financial performance. First, the overall findings point to the need for employers to emphasize on certain types of teamwork training in order to encourage employee collaboration within service teams. For instance, service organizations could plan team building activities for service teams to promote trust, strengthen interpersonal bonds and improve problem-solving.

The results of this study provide an integration of previous research on service teamwork and fill two important gaps in the knowledge: (1) which aspect of teamwork is more important in determining customer service outcomes? And (2) does the effect of teamwork on customer service outcomes differ across different service contexts?

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 purpose of this paper is to investigate whether intervention participants’ process appraisals relate to change in well-being and lean outcomes of entire teams. For this purpose, the study focussed on two main characteristics of a lean implementation process – workshop quality and outcome expectancy – and their interaction with the participation rate, and examined their association with leaner work processes and affective well-being in nursing teams.

Data were collected from a lean implementation project within 29 nursing wards of a university hospital. Employee surveys covering lean work processes and affective well-being at work were conducted before the implementation of four-day lean workshops in each nursing ward and six months after. The participating employee representatives evaluated the workshop quality and outcome expectancy of the workshops.

Multilevel analyses indicated that workshop quality did not relate to leaner work processes, but was associated with enhanced affective well-being after six months. By contrast, outcome expectancy was associated with leaner work processes, but did not relate to well-being. No moderation effects with participation rate were found.

The study shows the importance of monitoring process indicators in the early stages of implementation and optimising workshop contents and formats accordingly to ensure positive outcomes for entire teams.

The present study considers intervention participants’ process appraisals of workshop quality and outcome expectancy as good indicators of future change in lean work processes and the well-being of entire teams.

This study aims to examine the relationship between concrescent conversation environment (CCE), psychological safety and team effectiveness. Although CCE has been known to influence team outcomes, little is known about how it influences them. Integrating the social constructionist and social psychology perspectives, this study argues that CCE ignites a climate of psychological safety resulting in “joint-action” necessary for positive team outcomes.

Survey data were collected from 301 team members from US firms operating in different industries. Data were analyzed using SmartPLS.

The study establishes CCE as an antecedent to psychological safety and demonstrates that psychological safety mediates the relationship between CCE and team effectiveness.

This is one of the initial studies to show how verbal behaviors socially construct team dynamics in the shape of psychological safety to influence team outcomes. In doing so, the authors advance the theory pertaining to the role of social exchanges in team processes and outcomes.

The results provide insights on how managers can improve team outcomes by influencing the conversational environment of the team to elicit feelings of psychological safety. The results also suggest that managers must focus on relational outcomes as well, along with performance outcomes.

From a social constructionist perspective, team development is built upon the verbal behaviors of the members as they pursue tasks. However, the extant group dynamics literature undervalues conversations’ role in team processes and outcomes. This is the first study that examines the link between a team's conversational environment, psychological safety and team outcomes.