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This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?

A conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.

The positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.

This study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.

The purpose of this study is to investigate differences between individual and collective budgeting decisions with respect to budgetary slack creation and task performance. While a great deal of research exists in the area of budgeting, to our knowledge, no prior studies have dealt with budget settings in a collective (e.g. small group or cross-functional team) environment. Accordingly, the current study examines differences in slack creation and task performance using a two (decision mode: individual vs. collective decision) by two (incentive contract: slack-inducing vs. truth inducing) between-subjects experimental design. A total of 295 students participated in the experiment (79 individuals and 72 three-person collective units). As expected, individuals and collective decision-makers created significantly more slack under a slack-inducing contract than a truth-inducing contract. Additionally, as anticipated, collective decision-makers created more slack than individuals under a slack-inducing contract. Unexpectedly, however, collective decision-makers created more slack than individuals using a truth-inducing contract. Task performance was significantly different between individuals and collective unit members, such that performance of former exceeded latter, as hypothesized. Finally, preliminary analysis indicated that choice shift occurred in the collective units, such that the units became more cautious in setting budget goals than individuals under both incentive contract conditions.

The purpose of this study is to examine the direct impact of social intelligence and collective self- efficacy on two components of service providers’ performance: extra-role performance and intra-role one. The study also investigates the indirect effect of social intelligence on service providers’ performance and its components via the mediating role of collective self-efficacy.

This study was undertaken to develop a conceptual framework that integrates social intelligence, collective self-efficacy and service provider’s performance constructs in one framework. Data was collected from 220 physicians in the Egyptian governmental hospitals. Confirmatory factor analysis explored the latent structure of the research constructs. The current study used structural equation modelling to test the research model hypotheses.

The study finds that social intelligence was positively associated with service providers’ performance. The results also support the significant effect of social intelligence on the two main dimensions of service provider’s performance: extra-role (contextual) performance and intra-role (task) performance. Moreover, the results indicate that social intelligence competences provide a basis for collective self-efficacy and service providers’ performance for physicians in the Egyptian governmental hospitals.

This study collected data based on a cross-sectional design, so further studies could test the theoretical model by using longitudinal studies’ data, which give the study results more accuracy of results and support generalizing the results. This study considers the synergistic effects between social intelligence and collective self-efficacy on service providers’ performance and sheds new light on bringing new drivers for developing extra- and intra-role dimensions of service provider performance in service literature.

This study is one of the first studies that integrate social intelligence and collective self-efficacy with service providers’ performance and its dimensions in one framework. This study contributes to knowledge by integrating the social exchange theory with the cognitive theory in one study.

Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.

Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.

The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.

This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.

The purpose of this paper is to examine the effect of work characteristics on members’ self‐efficacy and collective efficacy, and the subsequent effect on police officers’ performance.

A multilevel model is adopted to analyze quantitative data obtained by using 812 police officers and 54 chiefs of police stations in Taiwan as the research objects.

The authors found that work characteristics affected members’ self‐efficacy and collective efficacy, which further affected the individual‐ and group‐level performance and the contextual effect of social work characteristics (SWCs) and collective efficacy on self‐efficacy and individual performance. The authors also confirmed the cross‐level moderation of social characteristics on the relationship between motivational work characteristics (MWCs) and self‐efficacy, and between self‐efficacy and individual performance.

A limitation was the characteristics of the sample, which consisted of mostly first‐line uniformed police officers in Taiwan. From the perspective of managerial implications, it is felt that police organizations should beef up the training on police officers’ collective efficacy, such as building group spirit, improving members’ sense of responsibility, and building up trust with the organization.

The findings prove that the study of work design is particularly important for enhancing the management effectiveness of police organization, because it explains the causes of a number of organizational behaviors as well as a number of important results that influence the police organization (e.g. efficacy and performance).

The purpose of this paper is to develop a research model that explains team performance based on social cognitive theory and social exchange theory. In the model, team performance indirectly relates to three kinds of leadership (i.e., charismatic, autocratic and considerate) via the full mediation of collective efficacy. At the same time, team justice as a focus in this study is examined as a moderator in the model.

The research hypotheses of this study were empirically tested using two-wave data collection across insurance sales teams from a leading bank holding company which is the largest bank holding company in Taiwan. In the first-wave data collection, researchers of this study surveyed six people anonymously from each sales team, including a team leader and five team members. Three months later, the researchers conducted the second-wave data collection by obtaining team performance data from the department of human resource management, which was an independent rater for each team’s performance. Two-wave data collection from 59 teams was achieved for verifying the hypothesized effects.

The team-level test results show that collective efficacy fully mediates the relationship between charismatic leadership and team performance and between considerate leadership and team performance. Justice moderates the relationship between collective efficacy and team performance and between charismatic leadership and collective efficacy.

This study has two major theoretical implications. First, this study conceptualized three distinct kinds of leadership as major determinants of team performance from a social exchange perspective. Such a theoretical conceptualization of leadership not only broadens the boundary of leadership beyond traditional one such as transactional leadership based on the theory of contingent reward but also closely reflects the practical status quo of leadership of teams. Second, this research incorporated social exchange theory into the framework of team performance in social cognitive theory. Specifically, this study theorized and validated justice as a moderator in the development of team performance.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

This study aims to unravel the role of teams’ job crafting in translating responsible leadership into their customer relationship performance.

The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling.

The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team’s customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting.

The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members’ crafting of team tasks, as well as enhancing outcome and task interdependence.

This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies.

The aim of the current study is to investigate the effect of training individual group members on the collective efficacy of the group and the group's subsequent performance.

Participants (n=275), in a laboratory study were randomly assigned to groups of five (k=55). Individuals were then randomly selected from those groups such that none, one, three, or all five members of the group participated in training on effective ways to select a job candidate.

Groups in which at least a majority of group members were trained had higher collective efficacy than groups where fewer members were trained. Training individuals beyond a majority did not improve collective efficacy further. Collective efficacy mediated the relationship between individual training and group level performance.

This research extends the knowledge of the relationship between the individual and the group within social cognitive theory. Training a majority of the group is needed to see an increase in collective efficacy, a mediator of group performance.

Human resource managers should consider the effects of training individuals when they expect their employees to work as teams. It is beneficial to train as many people as necessary for the group to be able to benefit from the new information; however, training beyond the majority of people within the group does not improve confidence or performance.

The paper examines the relationship between individual group members and collective efficacy in a learning context. This extends the knowledge of social cognitive theory by crossing levels of analysis.

The purpose of this paper is to test the conditional effect of team composition on team performance; specifically, how collective team orientation, group consensus, faultline configurations and trust among team members explain the objective performance of project teams in cross-cultural contexts.

Employing path analytical framework and bootstrap methods, the authors analyze data from a sample of 73 cross cultural project teams. Relying on ordinary least-squares regression, the authors estimate the direct and indirect effects of the moderated mediation model.

The findings demonstrate that the indirect effect of collective team orientation on performance through team trust is moderated by team member consensus, diversity heterogeneity and faultlines’ strength. By contrast, high dispersion among members, heterogeneous team configurations and strong team faultlines lead to low levels of trust and team performance.

The specific context of the study (cross-cultural students’ work projects) may influence external validity and limit the generalization of the findings as well as the different compositions of countries-of-origin.

From a practical standpoint, these results may help practitioners understand how the emergence of trust contributes to performance. It will also help them comprehend the importance of managing teams while bearing in mind the cross-cultural contexts in which they operate.

In order to foster team consensus and overcome the effects of group members’ cross-cultural dissimilarities as well as team faultlines, organizations should invest in improving members’ dedication, cooperation and trust before looking to achieve significant results, specially in heterogeneous teams and cross-cultural contexts.

The study advances organizational group research by showing the combined effect of team configurations and collective team orientation to overall team performance and by exploring significant constructs such as team consensus, team trust and diversity faultline strength to examine their possible moderated mediation role in the process.