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1 – 10 of over 4000Hakeem A. Owolabi, Azeez A. Oyedele, Lukumon Oyedele, Hafiz Alaka, Oladimeji Olawale, Oluseyi Aju, Lukman Akanbi and Sikiru Ganiyu
Despite an enormous body of literature on conflict management, intra-group conflicts vis-à-vis team performance, there is currently no study investigating the conflict prevention…
Abstract
Purpose
Despite an enormous body of literature on conflict management, intra-group conflicts vis-à-vis team performance, there is currently no study investigating the conflict prevention approach to handling innovation-induced conflicts that may hinder smooth implementation of big data technology in project teams.
Design/methodology/approach
This study uses constructs from conflict theory, and team power relations to develop an explanatory framework. The study proceeded to formulate theoretical hypotheses from task-conflict, process-conflict, relationship and team power conflict. The hypotheses were tested using Partial Least Square Structural Equation Model (PLS-SEM) to understand key preventive measures that can encourage conflict prevention in project teams when implementing big data technology.
Findings
Results from the structural model validated six out of seven theoretical hypotheses and identified Relationship Conflict Prevention as the most important factor for promoting smooth implementation of Big Data Analytics technology in project teams. This is followed by power-conflict prevention, prevention of task disputes and prevention of Process conflicts respectively. Results also show that relationship and power conflicts interact on the one hand, while task and relationship conflict prevention also interact on the other hand, thus, suggesting the prevention of one of the conflicts could minimise the outbreak of the other.
Research limitations/implications
The study has been conducted within the context of big data adoption in a project-based work environment and the need to prevent innovation-induced conflicts in teams. Similarly, the research participants examined are stakeholders within UK projected-based organisations.
Practical implications
The study urges organisations wishing to embrace big data innovation to evolve a multipronged approach for facilitating smooth implementation through prevention of conflicts among project frontlines. This study urges organisations to anticipate both subtle and overt frictions that can undermine relationships and team dynamics, effective task performance, derail processes and create unhealthy rivalry that undermines cooperation and collaboration in the team.
Social implications
The study also addresses the uncertainty and disruption that big data technology presents to employees in teams and explore conflict prevention measure which can be used to mitigate such in project teams.
Originality/value
The study proposes a Structural Model for establishing conflict prevention strategies in project teams through a multidimensional framework that combines constructs like team power conflict, process, relationship and task conflicts; to encourage Big Data implementation.
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Ram Shankar Uraon, Rashmi Bharati, Kritika Sahu and Anshu Chauhan
This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the…
Abstract
Purpose
This study aims to examine the impact of two dimensions of agile work practices (i.e. agile taskwork and agile teamwork) on team efficacy and creativity. Further, it examines the mediating effect of team efficacy in the relationship between two dimensions of agile work practices and team creativity.
Design/methodology/approach
The data were collected from 563 professionals working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares-structural equation modeling (PLS-SEM) was used to test the hypothesized model.
Findings
The results demonstrate that agile taskwork and agile teamwork positively impact team creativity and team efficacy, and team efficacy positively impacts team creativity. Furthermore, team efficacy partially mediates the impact of agile taskwork and agile teamwork on team creativity.
Practical implications
This study shows the importance of agile work practices and team efficacy to enhance team creativity. The research offers managers strategies to boost team creativity.
Originality/value
There is a dearth of research examining the distinct effects of agile taskwork and agile teamwork on team efficacy and team creativity. Also, this study is one of its kind that examines the mediating mechanisms that explain the effect of agile taskwork and agile teamwork on team creativity.
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This study aims to develop a model for coordination and communication overhead in distributed software development through case study analysis in the Indian outsourcing software…
Abstract
Purpose
This study aims to develop a model for coordination and communication overhead in distributed software development through case study analysis in the Indian outsourcing software industry. The model is based on business knowledge, which can be classified as domain, regulatory, strategic, business process and operation process knowledge as per existing literature.
Design/methodology/approach
Double case study method was used to verify an existing knowledge–management framework of software development from the literature. The stakeholders of both the cases were interviewed, and project documents were verified to reach conclusions.
Findings
The findings supported the business knowledge classification from the literature. The concept can be used to analyze the software project in a distributed environment.
Research limitations/implications
The research work findings are based only on two case studies. The study findings cannot be generalized and should be used as a learning tool. There can be large variations of project characteristics with differences in business knowledge requirements. The research shows the importance of business knowledge transfer in global software development.
Practical implications
Projects managers in the distributed software development environment can use the findings in project planning and work allocation for better control over cost and schedule, etc.
Originality/value
There is little research works attempted to study the business knowledge classification in the global software industry making the research novel.
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Jijiao Jiang, Xiao Yang and Cong Zhou
This article explores how the social media usage affect team creative performance via transactive memory system, knowledge interaction and expertise coordination.
Abstract
Purpose
This article explores how the social media usage affect team creative performance via transactive memory system, knowledge interaction and expertise coordination.
Design/methodology/approach
The study is based on the perspective of transaction memory system and expertise coordination theory. A research model was constructed and tested, involving 289 individuals from 67 distributed agile software development teams.
Findings
The results indicate that social media usage is positively correlated with transactive memory system, and social media usage and transactive memory system have positive relations to knowledge interaction and expertise coordination. Moreover, this analysis shows that knowledge interaction has a positive relationship with expertise coordination, and expertise coordination positively affects team creative performance. However, knowledge interaction has no direct relationship on team creative performance, and its indirect impact on team creative performance was fully mediated by expertise coordination. This research shows that social media usage by distributed agile software development teams can support the development of transactive memory system and promote expertise coordination. In addition, knowledge interaction alone is not enough, and expertise coordination must be achieved to increase team creative performance.
Originality/value
First, this paper explores the mechanism of transactive memory system in distributed Agile Software Development teams from the perspective of social media, which is different from the previous information processing theory framework that confined transactive memory system to the cognitive aspects of knowledge coding, storage and retrieval. Second, this research focuses on the knowledge interaction and expertise coordination formed by team members in the process of communication in the context of social media usage, which confirms the crucial roles of social media usage and transactive memory system in team knowledge management and team creative performance. Then, this research also shows that the development of transactive memory system in the team is indeed an important factor to promote knowledge interaction and professional expertise coordination.
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Obinna Alo, Ahmad Arslan, Anna Yumiao Tian and Vijay Pereira
This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing…
Abstract
Purpose
This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.
Design/methodology/approach
The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.
Findings
The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.
Originality/value
This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.
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Shameem Shagirbasha, Kumar Madhan and Juman Iqbal
Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of…
Abstract
Purpose
Though there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of this paper is to investigate how DL affects team effectiveness from the neglected perspectives of team cognition, team motivation and team coordination in startup companies using multi-level analysis.
Design/methodology/approach
The authors investigated the study variables through the lens of 42 teams in 18 startup organizations operating in India, representing an equitable distribution of the manufacturing and service sectors. M-plus was used to do statistical analysis on the multi-level model.
Findings
Drawing upon social exchange theory (SET), results indicated that DL had a favorable impact on team effectiveness and team cognitive processes, team motivation and team coordination mediates the association between DL and individual perceptions of team effectiveness.
Originality/value
Various studies have been carried out relating to leadership and how it impacts effectiveness. However, as far as the authors know, previous studies have failed to empirically address how DL drives team effectiveness by uncovering the mediating impact of team cognitive processes, team motivation and team coordination in the Indian startup context.
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This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the…
Abstract
Purpose
This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the moderating impact of team risk-taking propensity as affective, cognitive and behavioral social processes support team innovation.
Design/methodology/approach
Data were collected from 92 NPD teams engaged in B2C and B2B product and service development. Mediating and moderating effects are examined using partial least squares structural equation modeling, referencing social cognitive and collective agency theories as the research framework.
Findings
The analysis validates collective self-efficacy and charged behavior as interdependent motivational–affective processes that align cognitive resources and govern team effort toward innovativeness. Teams' risk-taking propensity regulates behavior, and collective efficacy facilitates self-regulated motivational engagement. Charged behavior cultivates the emotional contagion, team identification, cohesion and adaptation required for team functioning. Team potency fosters cohesiveness, while team learning improves adaptability along the innovation journey. The resulting theory asserts that motivational drivers enhance the interplay between cognitive and behavioral processes.
Practical implications
Managers should consider NPD teams as social systems with a capacity for collective agency nurtured through interdependence, which requires collective efficacy and shared competencies to generate motivational purpose and innovativeness. Managers must remain mindful of teams' risk tolerance as regulating the impact of motivational factors on innovativeness.
Originality/value
This study contributes to research on the motivational–affective drivers of NPD charged behavior and collective efficacy as complementary to cognitive and behavioral processes sustaining team innovativeness.
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Zachary Ball, Jonathan Cagan and Kenneth Kotovsky
This study aims to gain a deeper understanding of the industry practice to guide the formation of support tools with a rigorous theoretical backing. Cross-functional teams are an…
Abstract
Purpose
This study aims to gain a deeper understanding of the industry practice to guide the formation of support tools with a rigorous theoretical backing. Cross-functional teams are an essential component in new product development (NPD) of complex products to promote comprehensive coverage of product design, marketing, sales, support as well as many other activities of business. Efficient use of teams can allow for greater technical competency coverage, increased creativity, reduced development times and greater consideration of ideas from a variety of stakeholders. While academics continually aspire to propose methods for improved team composition, there exists a gap between research directions and applications found within industry practice.
Design/methodology/approach
Through interviewing product development managers working across a variety of industries, this paper investigates the common practices of team utilization in an organizational setting. Following these interviews, this paper proposes a conceptual two-dimensional management support model aggregating the primary drivers of team success and providing direction to systematically address features of team management and composition.
Findings
Based on this work, product managers are recommended to continually address the positioning of members throughout the entire NPD process. In the early stages, individuals are to be placed to work on project components with explicit consideration toward the perceived complexity of tasks and individual competency. Throughout the development process, individuals’ positions vary based on new information while continued emphasis is placed on maintaining a shared understanding.
Originality/value
Bridging the gap between theory and application within product development teams is a necessary step toward improved product develop. Industrial settings require practical solutions that can be applied economically and efficiently within their organization. Theoretical reflections postulated by academia support improved team design; however, to achieve true success, they must be applicable when considering product development.
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This study aims to focus on the resource-based faultline of a top management team (TMT) and intends to investigate the impact of TMT resource-based faultline on corporate green…
Abstract
Purpose
This study aims to focus on the resource-based faultline of a top management team (TMT) and intends to investigate the impact of TMT resource-based faultline on corporate green innovation, by indicating the environmental management as a mediator and slack resources as a moderator to understand the relationship.
Design/methodology/approach
Based on the empirical data of Chinese listed manufacturing companies from 2008 to 2020, this study assesses the hypotheses using an OLS model with fixed effects of time and industry.
Findings
The results indicate that TMT resource-based faultline is significantly negatively correlated with corporate green innovation. The conclusion remains valid after endogeneity tests and robustness checks. Mechanism test shows that environmental management plays a mediating role in the association between TMT resource-based faultline and corporate green innovation. Moreover, slack resources diminish the negative association between TMT resource-based faultline and corporate green innovation.
Originality/value
The study not only expands the theoretical understanding of the deeper motivation of TMT faultline on corporate green innovation, but also provides a practical reference for optimizing the human resource allocation of the TMT and accelerating green transformation development.
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This study aims to explore whether top management team (TMT) faultlines affect corporate digitalization and what the impact mechanism is, thus effectively promoting the digital…
Abstract
Purpose
This study aims to explore whether top management team (TMT) faultlines affect corporate digitalization and what the impact mechanism is, thus effectively promoting the digital transformation of enterprises from the perspective of optimizing TMT structure.
Design/methodology/approach
This study sampled companies that were listed in China between 2011 and 2020. Using the two-way fixed effect model, it empirically tests the impact of TMT faultlines on the digital transformation of enterprises.
Findings
TMT task-related faultline significantly positively impacts enterprise digital transformation, while the bio-demographic faultline has a significant negative effect. The regulatory role played by Chief Executive Officer (CEO) power intensity in the relationship between the bio-demographic faultline and digital transformation is a negative one. The above relationship is strongly influenced by industry technical sophistication, corporate location and listing board.
Research limitations/implications
The research has promoted the development of the upper echelons theory in the context of digitalization. Moreover, it enlightens the research of digital transformation’s influencing factors and mechanisms. However, no suitable mediating variable was found.
Practical implications
This research has significant implications for managers to optimize the internal structure of the TMT according to different enterprises’ business strategies in order to establish an efficient management team.
Originality/value
This study provides a new theoretical framework for TMT’s role in enterprise digital transformation. Further, it makes a beneficial exploration of the boundary and situational conditions of their relationship.
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