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Article
Publication date: 19 August 2021

Zhining Wang, Tao Cui, Shaohan Cai and Shuang Ren

Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus…

Abstract

Purpose

Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of individual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs.

Design/methodology/approach

This study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis.

Findings

The results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior.

Practical implications

The study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior.

Originality/value

This research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.

Details

Journal of Intellectual Capital, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 9 March 2021

Nandan Prabhu, Badrinarayan Srirangam Ramaprasad, Krishna Prasad and Roopa Modem

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Abstract

Purpose

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Design/methodology/approach

Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.

Findings

This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.

Practical implications

Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.

Originality/value

This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.

Details

South Asian Journal of Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-628X

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Book part
Publication date: 17 March 2020

Roni Reiter-Palmon, Salvatore Leone, Vignesh Murugavel and Joseph A. Allen

Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and…

Abstract

Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and understanding, and improve future team performance. Similarly, reflexivity refers to the extent to which team members reflect upon and openly discuss group processes, procedures, and actions to improve future team performance. In this chapter, the authors review the separate literatures and explore the relationship between debriefs and reflexivity. While the debrief literature does focus on aspects of reflection, what occurs between the aspects of reflection, planning, and action is left unexplored. The concept of reflexivity fits well with the successful use of debriefs, as reflexivity ensures that reflection results in outcomes and moves beyond just an overview or discussion during debriefing. Additionally, important constructs such as psychological safety and sensemaking are relevant to both debriefs and reflexivity such that open and honest discussion as well as developing shared understanding are necessary for effective debriefing and reflection. Using the constructs of psychological safety and sensemaking, the authors propose a model that situates both reflexivity and effective debriefs in the context of team learning. This model integrates team reflexivity with team debriefs, provides a better understanding of how teams can carry out more effective debriefs, and explains how more effective debriefing and greater team reflexivity lead to enhanced learning and improvement in team performance.

Details

Managing Meetings in Organizations
Type: Book
ISBN: 978-1-83867-227-0

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Article
Publication date: 1 February 2018

Ci-Rong Li, Chun-Xuan Li, Chen-Ju Lin and Jing Liu

The purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team

Abstract

Purpose

The purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team reflexivity and the moderating role of shared meta-knowledge in the curvilinear relationship between team diversity and team ambidexterity.

Design/methodology/approach

The authors collected multisource and temporally separated data on 206 R&D teams within 28 high-tech firms in Taiwan.

Findings

This study found a complex, curvilinear, moderated mediation relationship that functional background diversity has with team ambidexterity. Furthermore, consistent with the notion from categorization-elaboration model, the authors found the curvilinear relationship that functional background diversity has with both team ambidexterity and team reflexivity. Finally, the authors also found that the curvilinear relationship between functional background diversity and team reflexivity was moderated by shared meta-knowledge, such that the positive relationship was strengthened and the negative relationship weakened, in higher shared meta-knowledge in teams rather than lower.

Originality/value

The results demonstrate that team diversity-team ambidexterity relationship is much more complicated than previous works have assumed or suggested. Overall, the authors contribute to a novel understanding about the importance of team diversity in ambidextrous teams by opening the black box of how and when functional background diversity and team ambidexterity.

Details

Management Decision, vol. 56 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 13 March 2018

Flavio Urbini, Antonino Callea, Antonio Chirumbolo, Alessandra Talamo, Emanuela Ingusci and Enrico Ciavolino

The purpose of this paper is twofold: first, to investigate the goodness of the input-process-output (IPO) model in order to evaluate work team performance within the…

Abstract

Purpose

The purpose of this paper is twofold: first, to investigate the goodness of the input-process-output (IPO) model in order to evaluate work team performance within the Italian National Health Care System (NHS); and second, to test the mediating role of reflexivity as an overarching process factor between input and output.

Design/methodology/approach

The Italian version of the Aston Team Performance Inventory was administered to 351 employees working in teams in the Italian NHS. Mediation analyses with latent variables were performed via structural equation modeling (SEM); the significance of total, direct, and indirect effect was tested via bootstrapping.

Findings

Underpinned by the IPO framework, the results of SEM supported mediational hypotheses. First, the application of the IPO model in the Italian NHS showed adequate fit indices, showing that the process mediates the relationship between input and output factors. Second, reflexivity mediated the relationship between input and output, influencing some aspects of team performance.

Practical implications

The results provide useful information for HRM policies improving process dimensions of the IPO model via the mediating role of reflexivity as a key role in team performance.

Originality/value

This study is one of a limited number of studies that applied the IPO model in the Italian NHS. Moreover, no study has yet examined the role of reflexivity as a mediator between input and output factors in the IPO model.

Details

Journal of Health Organization and Management, vol. 32 no. 2
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 1 January 2010

Mumin Dayan and Aydin Basarir

Although cross‐functional teams are increasingly relied upon in developing new products, little is known about the ability of teams on adapting team objectives and…

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Abstract

Purpose

Although cross‐functional teams are increasingly relied upon in developing new products, little is known about the ability of teams on adapting team objectives and strategies to environmental circumstances (i.e. team reflexivity), especially when teams are operating within a highly competitive environment. The purpose of this paper is to investigate the impact of team‐related antecedants (e.g. team empowerment) and contextual antecedents (e.g. interactional justice) on team reflexivity. The paper also aims to investigate the moderating impact of environmental turbulence on team performance (e.g. product success and speed‐to‐market).

Design/methodology/approach

To test the proposed model, data were collected from 335 team members and team leaders of 107 Turkish new product/project development teams.

Findings

The results of structural equation modeling showed that transactive memory system, goal clarity, team empowerment, and interactional justice are significantly related to team reflexivity. Moreover, the findings showed that team reflexivity is significantly related to product success if the environmental conditions are turbulent.

Originality/value

The novelty of the research lies in the empirical test of team reflexivity in the context of teams with innovation projects (e.g. product development teams). Furthermore, the inclusions of team‐related and contextual factors as antecedents represent an added value of the study.

Details

Journal of Business & Industrial Marketing, vol. 25 no. 1
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 February 2003

Dean Tjosvold, Chun Hui and Ziyou Yu

The ability to reflect upon and manage their internal functioning may very much help teams contribute to their organizations. This study suggests that managing conflict…

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1722

Abstract

The ability to reflect upon and manage their internal functioning may very much help teams contribute to their organizations. This study suggests that managing conflict cooperatively and productively provides a foundation for effective team task reflexivity. 200 employees in 100 work teams in China completed measures of their team's cooperative, competitive, and avoiding approach conflict management and task reflexivity and 100 managers indicated the team's in‐role and extra‐role (organizational citizenship behavior) performance. Results support the theorizing that conflict management can contribute to team task reflexivity. Structural equation analyses were interpreted as suggesting that cooperative conflict management promotes task reflexivity that in turn results in team performance. These results, coupled with previous research, were interpreted as suggesting that cooperative approaches to conflict and task reflexivity are complementary foundations for effective teamwork.

Details

International Journal of Conflict Management, vol. 14 no. 2
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 5 February 2018

Makoto Matsuo

The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning.

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1424

Abstract

Purpose

The purpose of this paper is to examine the mediating role of team and individual reflexivity in linking managerial coaching with individual learning.

Design/methodology/approach

Data obtained from 506 individuals in 98 engineering teams in the automobile and electronic industries were used to investigate specific hypotheses.

Findings

The results indicated that managerial coaching directly influenced team learning and individual learning, team reflexivity acted as substantial mediator for the relationship between managerial coaching and team learning, as well as the relationship between managerial coaching and individual reflexivity and team reflexivity and individual reflexivity co-acted each other as mediators for the relationship between managerial coaching and individual learning.

Research limitations/implications

As the subjects of this study were engineering teams in which tasks are interdependent, there is a possibility that the task trait may have affected the results.

Practical implications

Managers should recognize the importance of collectively reflective activities in promoting both individual and team learning. Facilitating coaching skills are indispensable to enhance reflexivity within teams.

Originality/value

This study extends prior research by demonstrating the mediating role of team and individual reflexivity as mediators in linking managerial coaching to team and individual learning, which has never been investigated in previous studies.

Details

Personnel Review, vol. 47 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 17 August 2021

Pedro Marques-Quinteiro, Sjir Uitdewilligen, Patricia Costa and Ana Margarida Passos

This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.

Abstract

Purpose

This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams.

Design/methodology/approach

Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement.

Findings

Study 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high.

Originality/value

The implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 8 July 2021

Zhining Wang, Tao Cui and Shaohan Cai

Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the…

Abstract

Purpose

Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.

Design/methodology/approach

The authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.

Findings

The study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.

Practical implications

The current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.

Originality/value

This research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

Details

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

Keywords

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