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Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as to whether, how and when discrete incivility events impact team performance. Adopting a resource depletion perspective and focusing on the cognitive implications of such events, the authors introduce a multi-level model linking the adverse effects of such events on team members’ working memory – the “workbench” of the cognitive system where most planning, analyses, and management of goals occur – to team effectiveness. The model which the authors develop proposes that that uncivil interpersonal behavior in general, and rudeness – a central manifestation of incivility – in particular, may place a significant drain on individuals’ working memory capacity, affecting team effectiveness via its effects on individual performance and coordination-related team emergent states and action-phase processes. In the context of this model, the authors offer an overarching framework for making sense of disparate findings regarding how, why and when incivility affects performance outcomes at multiple levels. More specifically, the authors use this framework to: (a) suggest how individual-level cognitive impairment and weakened coordinative team processes may mediate these incivility-based effects, and (b) explain how event, context, and individual difference factors moderators may attenuate or exacerbate these cognition-mediated effects.

This paper explores the role of individual goal orientation on the self‐management work process and how individual goal orientation may impact self‐managed work team (SMWT) effectiveness. Supervisory encouragement, team member goal orientation, and work team behaviors are included in a conceptual model of work team effectiveness. Propositions addressing the relationships between goal orientation, encouraging supervisory behaviors, and self‐managed work team effectiveness are offered and practical implications addressing the usage of goal orientation as a selection tool for self‐managed work teams and the need for external supervisors to encourage certain work team behaviors to promote work team effectiveness are discussed.

The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.

Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.

The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.

This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

From the structural perspective of social‐capital theory, this research investigates how a team's social‐network relationships affect its performance. More specifically, it concerns the type of work‐group‐internal connectedness in instrumental and expressive networks that is associated with enhanced team performance, and whether knowledge mediates these effects.

The research was survey based, involving 76 work teams and a total of 499 employees in 48 organisations. The work teams carried out fairly knowledge‐intensive but only moderately complex tasks, some of which were routine in nature.

Both dense and fragmented instrumental‐network structures affect work‐team performance. However, fragmentation in expressive networks has a negative impact. Furthermore, the mediation results give empirical support to the implicit understanding that only instrumental networks transfer knowledge, especially if they are dense.

The results indicate that social‐network relationships affect team performance and also provide access to social capital (here knowledge). However, instrumental and expressive networks differ in terms of theoretical and practical implications. Future research could overcome the limitations of this study through increasing the sample size and focusing on much more fine‐grained intervening mechanisms (here knowledge sharing).

The recommendation to managers is to stimulate dense instrumental relationships in order to facilitate knowledge sharing and avoid overly fragmented expressive relationships.

First, in examining the social structure of both instrumental and expressive relationships this study responds to the growing call in organisational theory for research into the social content of social networks. Second, the contribution of this research paper lies in directly testing whether team knowledge mediates the effects of advice‐network structures on team performance.

The purpose of this paper is to investigate how working in culturally diverse teams influences team-level cultural intelligence (CQ) development and how team-level CQ influences performance. The use of culturally diverse work teams continues to grow within organizations, however, their relationships with team-level CQ are not well understood. CQ is a set of knowledge, skills and abilities that assist in adapting to new and unfamiliar cultural environments and when interacting in culturally diverse situations. At the individual-level, CQ has been demonstrated to positively impact multicultural teams but team-level CQ has rarely been examined to understand how it is developed and whether it impacts team performance.

This research uses a quantitative methodology and a longitudinal research design to test two sets of hypotheses. Set 1 of the hypothesis tested the development of team-level CQ after working in culturally diverse teams, and Set 2 tested the influence of team-level CQ on team performance.

Data from 23 teams (86 individual participants) support the hypothesis that working in culturally diverse teams develops team-level CQ. In addition, partial support for the hypotheses that team CQ will positively influence academic performance is demonstrated.

The research contributes to the CQ literature by lifting the level of analysis from the individual to a team-level to consider team-level effects. The authors conclude that working in culturally diverse teams develops team-level CQ overtime. Once team-level CQ has been developed, the authors demonstrated a positive relationship between the motivational facet and team academic performance. Thus, when considering the influence of team-level CQ on performance, it is important to consider the relationship with each of the CQ facets. Few studies have considered how team-level CQ impacts team performance outcomes, and based on the results the authors would suggest additional research that continues to unpack the CQ construct into its constituent parts.

The results have important practical implications with respect to the development of team-level CQ. Based on the results, the authors support the use of highly culturally diverse teams in business schools for the development of skills because they provide the opportunity for team members to learn from each other. The use of CQ, CQ development and performance relationships provides important insights into how individuals, particularly students, can learn from each other when working in culturally diverse teams about other cultures and then bring this knowledge with them when working in academic teams.

As an important practical social implication, an opportunity to work in cross-cultural teams during international business studies could be considered as an “equalizer” for students who cannot afford to study abroad given the time consuming and costs aspects. So, cross-cultural teamwork could be considered in a wider extent by different business schools worldwide. Additionally, cross-cultural teamwork exposes students to intense interactions with different races and cultures during their study period and makes graduates significantly more work-ready.

This research contributes to the CQ literature by lifting the level of analysis to consider team-level effects and has important implications for the development and outcomes of team-level CQ.

Using longitudinal data over a 132‐month period collected from 500 employees of the Spanish subsidiary of the German BSHG Corporation, this paper builds upon the growing research on high‐performance work systems (HPWS) to provide a model to predict outcomes of work teams on manufacturing performance. We suggest that this issue is not exclusively dependent on having an HPWS environment. We suggest other contingent factors, such as technology and work organization, history, culture and values; and, at the same time, it is necessary to consider aspects related to attitudinal and behavioral performance.

Businesses are increasingly using teams as their fundamental organisational unit. This paper aims to explore the impact of demographic antecedents and the social‐network structure, measured in terms of task‐related advice‐network density, centralisation and fragmentation, on work‐team performance. The paper seeks to examine: the impact of the social‐network structure (dense, fragmented or centralised) on work‐team performance and the origins of the social structure. It also tests whether team diversity (in terms of variety with regard to gender and separation with regard to age and education) has an impact on team performance.

A survey was conducted on 76 work teams (499 employees) representing 48 different organisations.

With regard to the first question, density was positively related to team performance. The impact of advice‐network fragmentation was also positive, and this is in line with the results of other studies focusing on teams conducting standard tasks. In addressing the second question the paper explored whether diversity as variety (age) and diversity as separation (age and education) had an effect on the work team's social‐network structure. Age and education had no effect, but gender diversity was related negatively to density and positively to fragmentation. It was also related negatively to team performance.

The contribution of this research is twofold in that it explores social‐structure effects on team performance and examines the possible antecedents of the team's social structure. The results of the investigation strengthen the rationale behind integrating the literature on social‐network analysis and teams.

In today's organizations, the heterogeneity of work teams is increasing. For example, members of work teams have different ages, genders, and/or cultural backgrounds. As a consequence, team leaders have to face the challenge of taking into account the various needs, values, and motives of their followers. However, there has been very little empirical research to test whether the influence of leadership behaviors on performance is moderated by facets of team heterogeneity. This paper aims to address this issue.

The leadership behaviors of transactional and transformational leadership, laissez‐faire, consideration, and initiating structure, as well as three facets of heterogeneity (i.e. age, gender, and culture) were assessed in an empirical study based on a sample of n=283 members of German fire departments. These team members also provided self‐ratings for their performance.

The results revealed that the relationship between three leadership behaviors (i.e. transformational leadership, laissez‐faire, and consideration) and performance was being moderated by facets of team members' heterogeneity.

Both transformational leadership and consideration work best when the work team is heterogeneous with regard to gender.

The importance of the contextual influences of team members' heterogeneity for effective leadership processes was explored theoretically, and subsequently, demonstrated empirically for the first time.

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.

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.

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.

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.

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.