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Article
Publication date: 29 March 2011

Guido Hertel

Whereas motivation and coordination losses in teams have been investigated for quite some time, systematic research on performance gains in teams (often called “synergetic…

Abstract

Purpose

Whereas motivation and coordination losses in teams have been investigated for quite some time, systematic research on performance gains in teams (often called “synergetic effects”) only emerged recently. The purpose of the present paper is to clarify the concept of process gains (or synergy) in teams, and to introduce recent findings from basic psychology that can be very valuable for the management of high performing teams.

Design/methodology/approach

Based on the definition of synergy as process gain during teamwork compared with a clear baseline (team potential), this review develops specific requirements for the empirical demonstration of synergetic effects in teams. Moreover, a brief history of research on process gains in teams is provided, followed by an outlook on current and future trends in this field.

Findings

Although this research is still in its pioneering days, various triggers of process gains in teams have been already derived theoretically and/or demonstrated empirically, among them social support from fellow team members, perceived indispensability for the team outcome, the development and/or selection of experts for task and team processes, use of multiple perspectives and information, team learning, and social identification processes.

Practical implications

Understanding the preconditions and underlying mechanisms of process gains in teams enables managers to trigger performance levels of teams that exceed what can be expected based on the individual team members' capabilities alone. Moreover, the estimation of a team's potential provides a helpful standard for the assessment of the ongoing team performance.

Originality/value

Process gains in teams and related laboratory research have been largely neglected in the managerial literature so far. This paper and the current special issue are among the first to introduce a clear definition of process gains in teams, and to suggest concrete trigger factors of synergetic effects in teams based on systematic research.

Details

Journal of Managerial Psychology, vol. 26 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 5 March 2021

Adriana Andrea Amaya, Wann-Yih Wu and Ying-Kai Liao

Although previous studies noted the importance for organizations in establishing an innovation strategy, few have examined innovation orientation as a multidimensional…

Abstract

Purpose

Although previous studies noted the importance for organizations in establishing an innovation strategy, few have examined innovation orientation as a multidimensional knowledge configuration. Therefore, this study draws on the valuable theoretical underpinnings of the resource-based view and information processing theory to examine the mechanism through which an organization's innovation orientation (IO) and team unlearning (TU) can impact new product development (NPD) success.

Design/methodology/approach

A causal model was developed in order to analyze the role of innovation orientation and team unlearning on NPD success. This proposed model and several hypotheses were gauged using data from 255 NPD team members from Taiwanese high-tech and traditional companies.

Findings

The results indicate that both IO and TU relate to outcomes. Specifically, this study demonstrates that it is insufficient that firms simply establish the configurations needed to enhance their IO and TU, firms also need to find out the correct mechanism to enhance NPD success. The relationships between IO, TU and NPD success were fully mediated by team information processing.

Originality/value

This report sheds light on the importance of innovation orientation and team unlearning in today's NPD process and uncovers the underlying mechanism through which IO and TU contribute to NPD success. It also offers precise advice for the assessment of management of team information-processing to boost the performance of new products.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 3 February 2021

Eleni Georganta, C. Shawn Burke, Stephanie Merk and Franziska Mann

The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so…

Abstract

Purpose

The purpose of this study was to explore the team process-sequences executed within and across performance episodes and their relation to team performance. In doing so, this effort responds to the call for examining the temporal and dynamic aspects of teams.

Design/methodology/approach

Data (i.e. observations and audio recordings) was collected from the stand-up meetings of three high-performing Scrum teams across six points in time during two consecutive performance episodes (i.e. beginning, midpoint, end). After content coding the data, lag sequential analyses was used to examine patterns of executed team processes to determine whether particular process-sequences occurred significantly different from others.

Findings

Teams shifted between transition and action phase processes during performance episodes. During and across performance episodes, process-sequences primarily consisted of transition processes. When teams executed process-sequences consisting solely of action phase processes, their focus was on monitoring processes.

Research limitations/implications

This study hopes that the findings here will serve to spur researchers to more fully investigate the relationship between process-sequences and team performance across various team types. However, limitations (e.g. small sample size, unknown point of teams’ life cycle and focus on explicit team processes) should be taken into account when building on the present findings.

Originality/value

This study contributes to a better understanding of the temporal and dynamic nature of team processes by analyzing how the team process and process-sequences occur across time. In addition, this study moves beyond most studies that assess team processes as static retrospective perceptions and consider their natural ordering.

Details

Team Performance Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1352-7592

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Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

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Book part
Publication date: 8 November 2010

Leslie H. Vincent

This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory…

Abstract

This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory suggests that both social- and task-related processes are essential in order for diverse teams to achieve their full potential. Furthermore, these team processes evolve over time, creating even more complexity related to technology commercialization. A panel of teams is surveyed over time to capture this dynamism and the role of key social and task processes. Results suggest that social team processes, such as cohesion and identification, predict affective performance (i.e., team satisfaction and commitment). Objective team performance is primarily a function of task cohesion and trust. Furthermore, affective performance serves as a mediator between social team processes and objective performance for these high-tech teams. Post-hoc analyses examine the differences in the development of both task and social processes for high- and low-performing teams. High-performing teams have higher levels of task-focused interaction, functional conflict and task cohesion early on in the commercialization process as compared with low-performing teams. Effective teams establish key social processes early on, which provides the foundation for team success.

Details

Spanning Boundaries and Disciplines: University Technology Commercialization in the Idea Age
Type: Book
ISBN: 978-0-85724-200-6

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Book part
Publication date: 29 March 2014

Anthony Molaro

Libraries have faced many periods of grim economic realities. These periods of hardship have forced libraries to strive for more efficient organizational structures. Many…

Abstract

Libraries have faced many periods of grim economic realities. These periods of hardship have forced libraries to strive for more efficient organizational structures. Many of these improved organizational structures have been the result of mergers and/or consolidations. This phenomenological study describes the lived experiences of the merger design team of a large and complex library organization.

Results indicated the experience of the participants touched upon each of Bolman and Deal’s (2008) four frames: political, human resources, structural, and symbolic. The merger design team’s effectiveness on task is congruent with the model of team effectiveness proposed by Hackman (2002). Lastly, the role of underlying assumptions, espoused values and beliefs, and artifacts that makes up the organization’s culture falls within the parameters set forth by Schein (2004).

Details

Advances in Library Administration and Organization
Type: Book
ISBN: 978-1-78190-744-3

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Book part
Publication date: 17 July 2007

Sara A. McComb

Mental model convergence occurs as team members interact. By collecting information and observing behaviors through their interactions, team members’ individual mental…

Abstract

Mental model convergence occurs as team members interact. By collecting information and observing behaviors through their interactions, team members’ individual mental models evolve into shared mental models. This process requires a cognitive shift in an individual's focal level. Specifically, the individual assigned to the team must shift his or her focus from thinking about the team domain using an individual perspective to thinking about it from a team perspective. Thus, mental model convergence may be the key to understanding how individuals are transformed into team members. This chapter presents a framework describing the mental model convergence process that draws on the extant research on group development and information processing. It also examines temporal aspects of mental model convergence, the role of mental model contents on the convergence process, and the relationship between converged mental models and team functioning. Preliminary evidence supporting the framework and the important role that converged mental models play in high-performing teams is provided. The chapter concludes with a discussion of the implications of this mental model convergence framework for research and practice.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

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Book part
Publication date: 16 October 2006

Claudia A. Sacramento, M.-W. Sophie Chang and Michael A. West

As other researchers have done previously, we conceptualize innovation not as a linear process but as a cyclical one (e.g., Van de Ven, Polley, Garud, & Venkataraman, 1999

Abstract

As other researchers have done previously, we conceptualize innovation not as a linear process but as a cyclical one (e.g., Van de Ven, Polley, Garud, & Venkataraman, 1999), which consist periods of innovation initiation, implementation, adaptation, and stabilization (West, 1990). Within this cycle it is possible to distinguish two major components: the beginning of the cycle, which is dominated by the generation of ideas that is generally also designated as creativity; whereas the dominant activity at the end of the cycle which is the implementation of ideas (hereafter referred to as the implementation of innovation). Creativity is then likely to be most evident in the early stages of the innovation process, when those in teams are required to develop or offer ideas in response to a perceived need for innovation. Creative thinking is also likely when teams proactively initiate proposals for change and consider their initial implementation. As the innovation is adapted to organizational circumstances, there is less need for creativity. At the outset of the process, creativity dominates, to be superseded later by innovation implementation processes. Of course, it can be argued that creativity is important throughout the innovation process, but in general, the requirements for creative ideas will be greater at the earlier stages of the innovation process than the later stages.

Details

Innovation through Collaboration
Type: Book
ISBN: 978-0-76231-331-0

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Book part
Publication date: 9 November 2009

D. Scott DeRue and Brent D. Rosso

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight…

Abstract

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight timelines. On the other hand, teams need sufficient time to explore different perspectives, play with ideas, and overcome the process losses that occur from working in interdependent groups. In this chapter, we address this dilemma by developing a model for understanding how teams can maximize the speed of the team creative process. We propose that teams' potential for rapid creativity is a function of aligning the team structure and standardization of the creative process with the team development cycle. When these three elements are aligned, teams are more likely to generate creative outcomes in a rapid manner.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

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Book part
Publication date: 24 July 2020

Arieh Riskin, Peter Bamberger, Amir Erez and Aya Zeiger

Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited…

Abstract

Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as to whether, how and when discrete incivility events impact team performance. Adopting a resource depletion perspective and focusing on the cognitive implications of such events, the authors introduce a multi-level model linking the adverse effects of such events on team members’ working memory – the “workbench” of the cognitive system where most planning, analyses, and management of goals occur – to team effectiveness. The model which the authors develop proposes that that uncivil interpersonal behavior in general, and rudeness – a central manifestation of incivility – in particular, may place a significant drain on individuals’ working memory capacity, affecting team effectiveness via its effects on individual performance and coordination-related team emergent states and action-phase processes. In the context of this model, the authors offer an overarching framework for making sense of disparate findings regarding how, why and when incivility affects performance outcomes at multiple levels. More specifically, the authors use this framework to: (a) suggest how individual-level cognitive impairment and weakened coordinative team processes may mediate these incivility-based effects, and (b) explain how event, context, and individual difference factors moderators may attenuate or exacerbate these cognition-mediated effects.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

Keywords

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