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Article
Publication date: 1 May 1995

Jackie Coyle‐Shapiro

A longitudinal research design was used to investigate the effectsof a TQM intervention on teamwork in a manufacturing setting. Indicatesthat TQM intervention did not have a…

1741

Abstract

A longitudinal research design was used to investigate the effects of a TQM intervention on teamwork in a manufacturing setting. Indicates that TQM intervention did not have a significant direct effect on teamwork. However, one aspect of the intervention, supervisory reinforcement, had a significant indirect effect on teamwork through its impact on changes in trust in colleagues. Overall, employee assess‐ment of the intervention was found to be a better predictor of teamwork than participation in the intervention per se.

Details

Employee Relations, vol. 17 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 19 January 2024

Lilly-Mari Sten, Pernilla Ingelsson and Marie Häggström

The purpose of this paper is to describe the perception of real teamwork and sustainable quality culture as well as success factors for achieving a sustainable quality culture…

Abstract

Purpose

The purpose of this paper is to describe the perception of real teamwork and sustainable quality culture as well as success factors for achieving a sustainable quality culture within an organisation, focusing on top management teams (TMTs). An additional purpose is to explore the relationship between real teamwork and sustainable quality culture.

Design/methodology/approach

A mixed-methods design focusing on TMTs was used. Four TMTs were open-sampled and located in different parts of Sweden. The data were collected through questionnaires and focus group discussions between April 2022 and December 2022. Follow-up meetings were thereafter held with the participants. A meta-analysis was conducted of the data from the four TMTs.

Findings

Two overarching conclusions of this study were: to follow the developed methodology can be one way to increase TMTs' abilities for real teamwork alongside a sustainable quality culture, and the results also showed the importance of a systems view, emotional commitment and continuous improvement for improving real teamwork and creating a sustainable quality culture.

Practical implications

Practical implications were suggestions on how to increase the TMTs' abilities for real teamwork alongside a sustainable quality culture. A deepened understanding of real teamwork and a sustainable quality culture was also achieved by the participants.

Originality/value

The novelty of this paper is the use of a new methodology for assessing teamwork and sustainable quality culture. To the authors' knowledge, no similar research has previously been performed to investigate teamwork alongside a sustainable quality culture, focusing on TMTs.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Book part
Publication date: 12 June 2017

Jason Rodriquez

This article examines how a profit-centered restructuring of labor relations in an academic medical center undermined team-based care practices in its intensive care unit. The…

Abstract

This article examines how a profit-centered restructuring of labor relations in an academic medical center undermined team-based care practices in its intensive care unit. The Institute of Medicine has promoted team-based care to improve patient outcomes, and the staff in the intensive care unit researched for this paper had established a set of practices they defined as teamwork. After hospital executives rolled out a public relations campaign to promote its culture of teamwork, they restructured its workforce to enhance numerical and functional flexibility in three key ways: implementing a “service line” managerial structure; cutting a range of staff positions while combining others; and doubling the capacity of its profitable and highly regarded intensive care unit. Hospital executives said the restructuring was necessitated by changes to payment models brought forth by the Affordable Care Act. Based on 300 hours of participant-observation and 35 interviews with hospital staff, findings show that the restructuring lowered staff resources and intensified work, which limited their ability to practice care they defined as teamwork and undermined the unit’s collective identity as a team. Findings also show how staff members used teamwork as a sensitizing concept to make sense of what they did at work. The meanings attached to teamwork were anchored to positions in the hospitals’ organizational hierarchy. This paper advances our understanding of he flexible work arrangements in the health care industry and their effects on workers.

Details

Emerging Conceptions of Work, Management and the Labor Market
Type: Book
ISBN: 978-1-78714-459-0

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Book part
Publication date: 16 December 2016

Jan de Leede and Joyce Nijland

New Ways of Working practices like activity-based working and home-based work lead to different behaviors of employees. Due to these NWW practices, employees choose their own…

Abstract

New Ways of Working practices like activity-based working and home-based work lead to different behaviors of employees. Due to these NWW practices, employees choose their own preferred times and places to work – albeit to a certain extent and within certain boundaries. This might have an impact on the possibilities for teamwork. Therefore, we suppose that teamwork and teamwork behaviors might moderate the relationship between NWW and outcomes. Does teamwork behavior have an influence on the relation of NWW and productivity or organizational commitment? And how, is it a positive or a negative influence on these relations? This chapter reports the results of an explorative study on the relationship between NWW practices, teamwork behavior, productivity, and organizational commitment. Quantitative data from the questionnaire will illustrate the main issues: the complex linkages between the four components of NWW, the outcome variables, and the effect of different components of teamwork behavior. This chapter describes the issue of teamwork and provides new data on the actual use and effectiveness of the different components of teamwork behaviors.

Details

New Ways of Working Practices
Type: Book
ISBN: 978-1-78560-303-7

Keywords

Book part
Publication date: 28 October 2021

Sakthi Mahenthiran, Robert Mackoy and Jane L. Y. Terpstra-Tong

This study examines how budgetary support (BS), teamwork, and organizational commitment to employees (OCE) affect firm performance across two countries, Malaysia and the United…

Abstract

This study examines how budgetary support (BS), teamwork, and organizational commitment to employees (OCE) affect firm performance across two countries, Malaysia and the United States. By surveying senior managers of 165 small and medium enterprises, this study finds that teamwork and BS each has a direct effect on OCE and firm performance. Further, results indicate that OCE mediates the relationship between BS, teamwork, and firm performance. In Malaysia, but not in the United States, we find that teamwork affects performance directly. In the United States, but not in Malaysia, we find that BS affects performance, and there is an interaction effect between BS and management influence. We attribute the effects to the different national cultures and social-exchange relations and highlight the contributions to the budgeting research, organizational commitment literature, and to practice.

Book part
Publication date: 27 June 2023

Anjali Dutta and Santosh Rangnekar

This study aims to investigate the relationship between individuals' preference for teamwork and communities of practice (CoPs) mediated by individuals' concern for team members…

Abstract

This study aims to investigate the relationship between individuals' preference for teamwork and communities of practice (CoPs) mediated by individuals' concern for team members built from the perspective of social learning system for knowledge sharing and learning. A cross-sectional study with data collected from the respondents through a convenience, non-random, non-probability sampling technique was employed in this research. The data of 240 were collected from the respondents belonging to manufacturing and service organizations in India and analyzed through confirmatory factor analysis, multiple regression analysis and PROCESS macro from Hayes with bootstrapping technique. The findings from the analysis showed a positive relationship between individuals' preference for teamwork and CoPs, while concern for team members mediated the relationship between preference for teamwork and CoPs. When employees prefer to work in teams, they positively consider participating in CoPs. Thus, organizations should strategically formulate conditions for employees to enable them to prefer working in teams and groups so that they collaborate as CoPs for knowledge creation, sharing and learning. Such learning through CoPs can pave the way for skill development and high-quality performance, thereby evolving as a framework for human capital development. This chapter provides an understanding of the relationship between individual employees' preference for teamwork and CoPs, mediated by individuals' concern for team members in an Indian context. Implications for theory and practice are discussed, along with limitations and future research direction.

Article
Publication date: 31 October 2023

Yumeng Yue, Nate Zettna, Shuoxin Cheng and Helena Nguyen

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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?

Details

Journal of Service Management, vol. 34 no. 5
Type: Research Article
ISSN: 1757-5818

Keywords

Book part
Publication date: 8 July 2008

Luis Ortiz and Francisco Llorente-Galera

The debate concerning the convergence or divergence of human resource management (HRM) and industrial relations has grown in parallel with the importance of multinational…

Abstract

The debate concerning the convergence or divergence of human resource management (HRM) and industrial relations has grown in parallel with the importance of multinational companies (MNCs) in OECD countries. The “country-of-origin effect” and “host-country effect” are two obvious poles of this debate (Ferner & Quintanilla, 1998). The country-of-origin effect claims the ability of MNCs to shape industrial relations and HRM practices in their subsidiaries abroad, frequently in accordance with industrial relations practices and institutions in their country of origin. Conversely, the host-country effect stresses the resilience of industrial relations institutions at both the national (Whitley, 1999; Hall & Soskice, 2001; Katz & Darbishire, 2000) and the regional or local levels (Belanger, Berggren, Björkman, & Köhler, 1999; Ortiz, 2002). Yet, the possibility that each one of these effects could prevail under different circumstances has hardly been considered. Moreover, the roles of politics and structure within the organization (Edwards, Almond, Clark, Colling, & Ferner, 2005), as well as the role of local culture, have often been ignored.

Details

The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits
Type: Book
ISBN: 978-0-7623-1401-0

Article
Publication date: 21 August 2023

Sheela Bhargava and Renu Sharma

The study aims to examine the mediating effect of psychological well-being (PWB) on the relationship between teamwork skills and student engagement (SE) in higher education…

Abstract

Purpose

The study aims to examine the mediating effect of psychological well-being (PWB) on the relationship between teamwork skills and student engagement (SE) in higher education institutional setups.

Design/methodology/approach

The study used a triangulation mixed-methods approach. Data were collected from final-year students pursuing post-graduation and graduation in private colleges in India. In the main study, quantitative data was gathered from 276 students through a survey. The relationship among the variables-teamwork skills, SE and PWB was empirically validated through path analysis; mediation was also conducted. In the auxiliary study, qualitative data was gathered through focus group sessions and was analyzed using thematic analysis.

Findings

Results depicted that teamwork skills positively predict students' engagement with their academic program. Additionally, PWB partially mediates the relationship between teamwork skills and SE.

Originality/value

The study was conducted to expand understanding of aspects related to promoting students' engagement in HEIs in Delhi and Haryana through being attentive toward teamwork skills development and through taking care of students' PWB.

Details

Higher Education, Skills and Work-Based Learning, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2042-3896

Keywords

Article
Publication date: 30 May 2023

Ram Shankar Uraon, Anshu Chauhan, Rashmi Bharati and Kritika Sahu

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it…

Abstract

Purpose

Drawing on goal-setting theory and team effectiveness theory, the study aims to examine the impact of agile taskwork and agile teamwork on team performance. In addition, it investigates the mediating effect of project commitment on the impact of agile taskwork and agile teamwork on team performance. Furthermore, the study also tests the moderating role of career level on the impact of agile taskwork and agile teamwork on team performance.

Design/methodology/approach

Survey data were collected from 563 employees working in 290 information technology (IT) companies in India using a self-reporting structured questionnaire. Partial least squares path modeling was used to test the hypothesized model, and the Process macro was used to test the moderating effect.

Findings

The results show that agile taskwork and agile teamwork positively affect team performance and project commitment, and project commitment positively impacts team performance. Furthermore, project commitment fully mediates the relationship between agile taskwork and team performance and partially mediates the relationship between agile teamwork and team performance. Furthermore, the career level negatively moderates the impact of agile taskwork and agile teamwork on team performance.

Practical implications

The study shows the importance of agile work practices and project commitment to enhance team performance. Thus, the study provides managers with two strategies to improve their team performance.

Originality/value

There is a scarcity of research examining the distinct effects of agile taskwork and agile teamwork on team performance and the mediating role of project commitment in these relationships. Furthermore, as per the empirical evidence, no previous research has empirically examined the moderating role of career level in the agile taskwork-team performance and agile teamwork-team performance relationships.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

1 – 10 of over 23000