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Article
Publication date: 20 July 2022

Chenggang Duan, Xinmei Liu, Xiaomei Yang and Cheng Deng

Drawing on job demands and resources theory and the challenge-hindrance stressor framework, this study aims to investigate the effect of team knowledge complexity on team…

Abstract

Purpose

Drawing on job demands and resources theory and the challenge-hindrance stressor framework, this study aims to investigate the effect of team knowledge complexity on team information sharing and information searching and examine whether team learning goal orientation mediates these effects.

Design/methodology/approach

The authors conducted two studies. Study 1 used a field survey study conducted among 374 employees positioned in 68 new product teams. Study 2 used a three-wave online survey study conducted among 208 leaders to investigate the teams they managed.

Findings

The findings of the two studies reveal that team knowledge complexity has a positive direct effect on team information sharing and information searching. Furthermore, team learning goal orientation mediates these two relationships.

Practical implications

The findings indicate that team knowledge complexity is generally beneficial for the team information process. Therefore, instead of fearing an increase in the knowledge complexity of the projects, organizations should dare to present challenge demands to team members to enhance their engagement in information processing. Organizations could also pay attention to team member selection during team composition processes. For example, selecting team members with a high level of learning goal orientation is helpful in facilitating team information processing.

Originality/value

Although previous studies have found that knowledge complexity is beneficial for team output, less is known about how knowledge complexity influences team processes. This study clarifies the relationships between team knowledge complexity, information sharing and information searching and examines team learning goal orientation as a vital mediator.

Article
Publication date: 22 August 2023

Farzana Asad Mir and Davar Rezania

This study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms…

Abstract

Purpose

This study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms through which this relationship is enacted.

Design/methodology/approach

Data were collected from a cross-sectional survey of 109 IT project managers working in Canadian and USA-based organizations. A moderated mediation model was analysed by hierarchical component reflective-formative measurement modelling using PLS-SEM.

Findings

Results suggest that the leader's interactive use of project MCS is associated with IT project performance, and this relationship is partially mediated by team learning behaviour. In addition, the relationship between the interactive use of project MCS and team learning behaviour is moderated by the organization's emphasis on process accountability, with the effect being stronger under the conditions of higher emphasis on process accountability.

Originality/value

This study contributes to the literature on the use of controls in the IT project-based business environments by explaining how the project leader's style of use of controls influences project team learning behaviour that in turn impacts project performance. Additionally, this study extends the project governance and accountability literature by identifying and empirically examining how the perceptions of project leader's institutionalized organizational accountability arrangements moderate the impact of the interactive use of control systems on team learning behaviour. A methodological contribution of the study is the scale development to measure leader's perceptions about the organization's emphasis on process accountability.

Details

Leadership & Organization Development Journal, vol. 44 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 February 2024

Hakeem 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.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 3 August 2023

Yuan Sun, Chenyan Gu, Xinjie Zhou and Rong-An Shang

In the digital age, enterprise social media (ESM) use is becoming more prevalent in the workplace. The “group” function is a very important part in the use of ESM. This paper…

322

Abstract

Purpose

In the digital age, enterprise social media (ESM) use is becoming more prevalent in the workplace. The “group” function is a very important part in the use of ESM. This paper explores how the characteristics of employees' task requirements affect their group participation behaviors on the ESM.

Design/methodology/approach

Based on information processing theory, the authors establish a two-stage research model to explore the impact of task characteristics on employees' online group participation behavior in the context of ESM. Data were collected using a survey of 341 Chinese employees.

Findings

The results indicate that (1) task interdependence was positively correlated with participation in small closed groups; (2) task complexity was positively correlated with participation in small groups, large closed groups and open professional groups and (3) task non-routineness was positively correlated with participation in small groups, large closed groups and open professional groups.

Originality/value

This study builds on the literature on task characteristics, information processing theory and employees' online group participation behavior, contributing to the research on ESM in the field of information systems and providing guidance for enterprise practice.

Details

Industrial Management & Data Systems, vol. 123 no. 9
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 11 August 2023

Yuanmei (Elly) Qu, Gergana Todorova, Marie T. Dasborough and Yunxia Shi

The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious…

Abstract

Purpose

The purpose of this study is to examine whether and how abusive supervision climate impacts team conflict from a mindfulness perspective. Prior research has identified serious dysfunctional effects of abusive supervision climate in teams. Team conflict, which is often a signal for dysfunctional relationships in teams, has however received limited attention. To contribute to this line of research, this study develops and tests a theoretical model on the role of team mindfulness in understanding the link between abusive supervision climate and task, process, and relationship conflict.

Design/methodology/approach

To test the theoretical model, this study collected and analyzed two-wave time-lagged data from 499 employees in 92 teams.

Findings

The results showed that abusive supervision climate aggravated task conflict and process conflict via diminishing levels of team mindfulness. Abusive supervision climate also exacerbated relationship conflict, but the effects did not occur via a decrease in team mindfulness.

Practical implications

While it may not always be possible to prevent the development of an abusive supervision climate in workplaces, other interventions may prevent conflict in teams with abusive leaders. As indicated by the findings, task conflict and process conflict may be reduced if teams are high on mindfulness. Interventions that stimulate team mindfulness might thus improve collaboration in teams with abusive leaders.

Originality/value

This research offers novel insights regarding how abusive leaders might instigate conflict within teams. Specifically, through the unique perspective of mindfulness, the authors are able to offer new insights into how abusive supervision climate affects task, process and relationship conflict. This study offers a novel, yet important, lens to examine how conflict occurs in teams.

Details

International Journal of Conflict Management, vol. 34 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 30 December 2022

Mitchell J. van den Adel, Thomas A. de Vries and Dirk Pieter van Donk

Organizations increasingly rely on cross-functional teams to deal with supply chain (SC) disruptions. These teams may use their broad range of connections and expertise to gather…

Abstract

Purpose

Organizations increasingly rely on cross-functional teams to deal with supply chain (SC) disruptions. These teams may use their broad range of connections and expertise to gather or scout relevant information, enabling them to develop integrative countermeasures and increase their organization’s resilience. Despite their potential, cross-functional teams often struggle to attain information scouting’s prospective benefits for effectively resolving disruptions. By drawing from group information-processing theory, this study aims to explore when and how cross-functional teams can realize information scouting’s full potential for ensuring their organization’s resilience.

Design/methodology/approach

Multisource, multi-informant data were collected from 80 cross-functional teams exposed to SC disruptions in a realistic SC management simulation.

Findings

The results show that a cross-functional team’s ability to effectively use information scouting for ensuring its organization’s resilience is contingent upon the degree to which the team’s members share information and align decisions internally (i.e. internal integration). The findings further reveal that this moderating role of internal integration is strengthened when the cross-functional team faces a volatile environment in which multiple SC disruptions are likely to occur (i.e. higher SC vulnerability).

Originality/value

This study contributes by advancing a more complete perspective on how a cross-functional team may contribute to its organization’s resilience. Specifically, the present research reveals how the benefits of a cross-functional team’s information scouting for dealing with SC disruptions are critically dependent upon internal conditions within the team, as well as external conditions related to its organization’s overall SC (i.e. beyond individual dyadic relationships).

Details

Supply Chain Management: An International Journal, vol. 28 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 9 November 2021

Dedong Wang and Yuxue Wang

Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level…

Abstract

Purpose

Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level regulatory focus and organization-level team mindfulness in managing megaproject conflicts.

Design/methodology/approach

By combining the individual motivation basis and organizational background of conflict resolution, this study constructed a multi-level structural equation model. The hypothesis is tested based on data collected from 182 respondents.

Findings

The findings of this study show that project manager's promotion focus has a direct positive effect on task conflict and a negative effect on relationship conflict. Prevention focus has a positive effect on relationship conflict and a negative effect on task conflict and process conflict. Team mindfulness has a negative effect on relationship conflict and process conflict and a positive effect on task conflict. Task conflict was negatively affected by the interaction between team mindfulness and promotion focus. The interaction between team mindfulness and prevention focus had a positive effect on relationship conflict.

Originality/value

This study verifies the positive role of project manager's promotion focus and prevention focus in conflict management and clarifies the strengthening role of team mindfulness in constructive conflict and the prevention role in destructive conflict. This study also confirms that team mindfulness can act as a reinforcement and complementary factor of regulatory focus in megaproject conflict, contributing to the current understanding of the project manager's role in megaproject mindfulness contexts.

Details

Engineering, Construction and Architectural Management, vol. 30 no. 2
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 16 November 2023

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.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 23 March 2023

Haftu Hailu Berhe, Hailekiros Sibhato Gebremichael and Kinfe Tsegay Beyene

Existing conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the…

Abstract

Purpose

Existing conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.

Design/methodology/approach

The study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.

Findings

The research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M2 free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.

Research limitations/implications

All data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.

Practical implications

This work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.

Originality/value

So far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

Details

International Journal of Quality & Reliability Management, vol. 40 no. 10
Type: Research Article
ISSN: 0265-671X

Keywords

Open Access
Article
Publication date: 23 February 2024

Sarah Mueller-Saegebrecht

Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team…

337

Abstract

Purpose

Managers must make numerous strategic decisions in order to initiate and implement a business model innovation (BMI). This paper examines how managers perceive the management team interacts when making BMI decisions. The paper also investigates how group biases and board members’ risk willingness affect this process.

Design/methodology/approach

Empirical data were collected through 26 in-depth interviews with German managing directors from 13 companies in four industries (mobility, manufacturing, healthcare and energy) to explore three research questions: (1) What group effects are prevalent in BMI group decision-making? (2) What are the key characteristics of BMI group decisions? And (3) what are the potential relationships between BMI group decision-making and managers' risk willingness? A thematic analysis based on Gioia's guidelines was conducted to identify themes in the comprehensive dataset.

Findings

First, the results show four typical group biases in BMI group decisions: Groupthink, social influence, hidden profile and group polarization. Findings show that the hidden profile paradigm and groupthink theory are essential in the context of BMI decisions. Second, we developed a BMI decision matrix, including the following key characteristics of BMI group decision-making managerial cohesion, conflict readiness and information- and emotion-based decision behavior. Third, in contrast to previous literature, we found that individual risk aversion can improve the quality of BMI decisions.

Practical implications

This paper provides managers with an opportunity to become aware of group biases that may impede their strategic BMI decisions. Specifically, it points out that managers should consider the key cognitive constraints due to their interactions when making BMI decisions. This work also highlights the importance of risk-averse decision-makers on boards.

Originality/value

This qualitative study contributes to the literature on decision-making by revealing key cognitive group biases in strategic decision-making. This study also enriches the behavioral science research stream of the BMI literature by attributing a critical influence on the quality of BMI decisions to managers' group interactions. In addition, this article provides new perspectives on managers' risk aversion in strategic decision-making.

Details

Management Decision, vol. 62 no. 13
Type: Research Article
ISSN: 0025-1747

Keywords

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