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1 – 10 of over 7000Stephen M. Fiore, Dorothy R. Carter and Raquel Asencio
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and…
Abstract
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and discuss the differentiation between team-related and task-related definitions of each. In so doing, we discuss their relevance to team effectiveness in science teams and provide guidance on notional areas of research for understanding how these are related to effectiveness in science teams.
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Lena Zander, Olivia Kang, Audra I. Mockaitis and Peter Zettinig
Trevor N. Fry, Kyi Phyu Nyein and Jessica L. Wildman
Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research…
Abstract
Purpose
Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research designs. The purpose of this chapter is to provide a concise summary of the existing literature on team trust over time, and to offer a conceptual model of team-level trust development over time to aid future research on this topic.
Methodology/approach
We draw from the Input–Mediator–Output–Input (IMOI) framework, as well as previous multilevel models of organizational trust development, and published findings from longitudinal team trust studies.
Findings
Taking a temporal perspective, we consider how team-level mediators and outcomes can both predict and be predicted by team trust trajectories and feedback loops over time, as well as how those relationships with team trust might change based on the existence of other moderating variables including trust violation and repair.
Research implications
Future longitudinal team research may use the model as a starting point for investigating the antecedents, as well as the team processes and dynamic emergent states, that can effectively predict trajectories of team trust across various stages of teamwork.
Practical implications
Based on our review of extant literature, we provide several recommendations for training and organizational intervention including the importance of management’s consideration of team-level trust in providing feedback, enhancing cohesion, and mitigating conflict.
Originality/value
We provide insight into the development of team trust trajectories and offer a framework to help guide future longitudinal team trust research.
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Luis L. Martins and Marieke C. Schilpzand
Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly…
Abstract
Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.
Lukas Neville and Susan E. Brodt
Purpose – Trust and justice are generally considered distinct but closely related constructs. Individual perceptions of procedural justice and trustworthiness have been shown to…
Abstract
Purpose – Trust and justice are generally considered distinct but closely related constructs. Individual perceptions of procedural justice and trustworthiness have been shown to reciprocally influence one another, each independently promoting trust (Colquitt & Mueller, 2007). We consider instances where these may instead diverge: how intentional efforts to build trust may unintentionally erode justice, and how the use of fair procedures may reduce trust.
Approach – We argue that the anomalous divergences between trust and justice are evident only when simultaneously considering judgments at two levels: the interpersonal level (i.e., within dyads inside the team) and the team level (i.e., shared perceptions of all team members).
Implications for research and practice – The unintended effects described in this chapter describe a “dark side” to a number of taken-for-granted practices in organizational life (favor-paying, punishment processes, and approaches to redress). We expect that this chapter should promote new research using the team context to bridge the trust and justice literatures, and provoke a careful reconsideration among practitioners of these approaches.
Originality – We propose three previously overlooked disjunctures between trust and justice. First, we show how procedurally unfair approaches to allocating favors may be beneficial in building dyadic trust between team members. Next, we describe how fair (open and transparent) group processes for punishing perpetrators may erode trust by skewing group members’ perceptions of the prevalence of trust violations. Finally, we describe how the most effective forms of redress at the interpersonal level may provoke perceptions of injustice at the team level.
Due to geographic dispersion and reliance on technology-mediated communication, developing collaborative capital can be a challenge in a virtual team. Knowledge sharing is one…
Abstract
Due to geographic dispersion and reliance on technology-mediated communication, developing collaborative capital can be a challenge in a virtual team. Knowledge sharing is one form of collaborative capital that has been identified as critical to virtual team success. This chapter develops a theoretical model that proposes that shared leadership in virtual teams is positively related to knowledge sharing between team members, and that this relationship will be partially mediated by trust. The model also shows that a team's degree of reliance on technology-mediated communication will moderate the relationships in the model.
Vanessa Urch Druskat and Anthony T. Pescosolido
The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that…
Abstract
The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that leader's behaviors consistent with the development of emotionally competent team norms (interpersonal understanding, caring behavior, creating an optimistic environment, and proactive problem solving) would be more strongly linked to team trust, open communication, personal task engagement, and team effectiveness than traditional task-focused leader's behaviors (directive statements, using questions). Most hypotheses were supported. Directive leader's behaviors were for the most part negatively associated with team trust, open communication, and personal task engagement. It is argued that in SMWTs that have a history and a future together, emergent leaders who engage in behaviors that build emotional competence in the team are more likely to create team effectiveness than emergent leaders focused on directing team members.
Kristin L. Cullen-Lester, Caitlin M. Porter, Hayley M. Trainer, Pol Solanelles and Dorothy R. Carter
The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice…
Abstract
The field of Human Resource Management (HRM) has long recognized the importance of interpersonal influence for employee and organizational effectiveness. HRM research and practice have focused primarily on individuals’ characteristics and behaviors as a means to understand “who” is influential in organizations, with substantially less attention paid to social networks. To reinvigorate a focus on network structures to explain interpersonal influence, the authors present a comprehensive account of how network structures enable and constrain influence within organizations. The authors begin by describing how power and status, two key determinants of individual influence in organizations, operate through different mechanisms, and delineate a range of network positions that yield power, reflect status, and/or capture realized influence. Then, the authors extend initial structural views of influence beyond the positions of individuals to consider how network structures within and between groups – capturing group social capital and/or shared leadership – enable and constrain groups’ ability to influence group members, other groups, and the broader organizational system. The authors also discuss how HRM may leverage these insights to facilitate interpersonal influence in ways that support individual, group, and organizational effectiveness.
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