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Article
Publication date: 10 August 2010

Yu‐chun Xiao and Yang‐hua Jin

The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.

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Abstract

Purpose

The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.

Design/methodology/approach

This paper investigated 62 virtual teams, distinguished between identified mental models and distributed mental models, tested the relation among team characteristics, and shared mental models and virtual team effectiveness using hierarchical linear modeling.

Findings

Results demonstrated that time would enhance the effect of shared mental models on task effectiveness; virtual team size would affect the relation between shared mental model and cooperative effectiveness, team size could enhance the effect of identified mental model on cooperative effectiveness, but weaken the relation between distributed mental model and cooperative effectiveness. A need is found for application of hierarchical linear modeling of shared mental model on virtual team effectiveness.

Research limitations/implications

Accessibility and availability of data are the main limitations which apply.

Originality/value

This paper presents a new approach of optimal choice of virtual team building. The paper is aimed at HR and psychological researches and managers, especially those who dealt with people, and provides very useful advice for team management in enterprises.

Details

Kybernetes, vol. 39 no. 8
Type: Research Article
ISSN: 0368-492X

Keywords

Book part
Publication date: 20 September 2018

Jamie C. Gorman, David A. Grimm and Terri A. Dunbar

Teams focus on a common and valued goal, and effective teams are able to alter their behaviors in pursuit of this goal. When teams are viewed in the context of a dynamic…

Abstract

Teams focus on a common and valued goal, and effective teams are able to alter their behaviors in pursuit of this goal. When teams are viewed in the context of a dynamic environment, they must adapt to challenges in the environment in order to maintain team effectiveness. In this light, we describe various sources of team variation and how they combine with individual-level, team-level, and dynamical mechanisms for maintaining team effectiveness in a dynamic environment. The combination of these elements produces a systems view of team effectiveness. Our goals are to begin to define, both in words and in operational terms, team effectiveness from this perspective and to evaluate this definition in the context of team training using intelligent tutoring systems (team ITS). In addressing these goals, we present an example of real-time analysis of team effectiveness and some challenges for team ITS training based on a dynamical systems view of team effectiveness.

Details

Building Intelligent Tutoring Systems for Teams
Type: Book
ISBN: 978-1-78754-474-1

Keywords

Article
Publication date: 25 January 2022

Radu Vlas, Huy Will Nguyen and Cristina O. Vlas

Past research on transactive memory systems (TMS) often treated the focal team as an isolated entity. Previous literature overlooked two aspects of TMS: its existence…

Abstract

Purpose

Past research on transactive memory systems (TMS) often treated the focal team as an isolated entity. Previous literature overlooked two aspects of TMS: its existence beyond the boundaries of the focal team (further referred to as out-group TMS) and the way the out-group TMS helps teams adapt and remain effective when the circumstances change. This study aims to fill this gap by exploring the overlooked aspects of TMS on the dynamics of team effectiveness.

Design/methodology/approach

This study adopts a theoretical perspective and proposes two sets of propositions. First set explores the overlooked construct of out-group TMS and defines the boundaries of its applicability by building on Lewis’ (2003) dimensions of TMS. Second set explores ways in which out-group TMS can combine with in-group TMS to enable higher team effectiveness in fast-paced settings facing uncertainty and change.

Findings

The study’s conceptual perspective builds the grounds for improving scholars’ understanding of the drivers of team effectiveness in relation to the locus of TMS. The study investigates ways to combine in-group and out-group TMS and conceptually discusses their effects on team effectiveness: a mediation, an interaction and an additive model. The investigation concludes that out-group TMS plays a critical role and that overlooking its impact can be devastating for organizations in fast-paced environments.

Originality/value

This study unveils the unique and previously underexplored dynamics of transactive memory in teams with looser boundaries. Further, it extends scholars’ understanding of team cognition in contemporary, fast-paced business environments.

Details

Team Performance Management: An International Journal, vol. 28 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 18 March 2022

Nandan Prabhu and Roopa Modem

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating…

Abstract

Purpose

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

Design/methodology/approach

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

Findings

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Research limitations/implications

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

Originality/value

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 24 March 2022

Sangok Yoo, Baek-Kyoo (Brian) Joo and Jae Hang Noh

The purposes of the study are to examine the relationships between team emergent states (TES) (i.e. compelling direction, team identity and psychological safety) and team

Abstract

Purpose

The purposes of the study are to examine the relationships between team emergent states (TES) (i.e. compelling direction, team identity and psychological safety) and team effectiveness outcomes (i.e. team performance, team satisfaction and growth experience), and investigate the mediating role of knowledge sharing and the moderating role of inclusive leadership in those relationships.

Design/methodology/approach

This study employed hierarchical multiple regression analysis and bootstrap analyses to test the hypotheses by using data from 73 teams in eight South Korean firms.

Findings

Psychological safety was found to be a significant TES for team effectiveness outcomes. Knowledge sharing mediated the relationship between TES and team effectiveness. Lastly, inclusive leadership positively moderated (1) team identity-knowledge sharing; (2) psychological safety-knowledge sharing; and (3) team identity-team performance relationships.

Practical implications

The authors’ findings suggest that managers cultivate a psychologically safe team climate and show inclusiveness to build successful teams. This study also emphasizes the importance of knowledge sharing to turn positive TES into team effectiveness.

Originality/value

From a comprehensive perspective, the findings show the detailed mechanism in which TES relate to team effectiveness mediated by knowledge sharing. In particular, the authors' endeavor further determines the different roles of inclusive leadership, as a boundary condition, in the mechanism.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 3
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 1 February 2002

Anat Drach‐Zahavy and Anit Somech

Explores the origins of school‐staff team effectiveness by focusing on team characteristics, especially on team heterogeneity and team support. Based on educational and…

5435

Abstract

Explores the origins of school‐staff team effectiveness by focusing on team characteristics, especially on team heterogeneity and team support. Based on educational and organizational theory, we derived propositions about how heterogeneity may affect team support and team effectiveness. More specifically, we hypothesized that task‐related attributes of heterogeneity (functional, educational, and team tenure) would relate positively to team support and team effectiveness, whereas relations‐related attributes would relate negatively to team support and team effectiveness. With a sample of 48 teams, identified as intact work teams, we found results partially confirming our propositions. Specifically, high heterogeneous teams in gender and functions were more supportive and effective than low heterogeneous teams in those attributes. By contrast, high heterogeneous teams in tenure were less supportive and effective than low heterogeneous teams in that attribute. The results are discussed in light of the specific context of schools, and several theoretical and managerial implications are drawn.

Details

Journal of Educational Administration, vol. 40 no. 1
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 2 March 2012

Xiaofeng Yang and Xiaoping Chu

The purpose of this paper is to investigate the relationship between team leader's people value and team effectiveness based on social identity theory. This paper focuses…

545

Abstract

Purpose

The purpose of this paper is to investigate the relationship between team leader's people value and team effectiveness based on social identity theory. This paper focuses on how team leader's people value affects team effectiveness in the Chinese context. It also examines the mediating effect of leader identification between leader's people value and team effectiveness.

Design/methodology/approach

A literature review on people value, leader identification and team effectiveness provided the authors' model and hypothesis. Using a sample of 64 teams with 386 employees and 64 team leaders from ten companies, hierarchical regression was conducted to test the hypothesis.

Findings

The findings suggest that follower's identification with leader is an important way to understand leader's people value for employees in encouraging employees to strive for team effectiveness. Leaders in teams should pay special attention to their people value for employees.

Research limitations/implications

The data are self‐reported and subject to biases, and may not be accurate, Both the scales of leader identification and team effectiveness were developed in western countries, and they may not capture the full meaning in China. Cross‐sectional data were used in this study; future research should use a longitudinal design to prove the direction of causality among the contracts.

Originality/value

This paper is original in its investigation on how leader's people value influences team effectiveness, through the mediation of leader identification at team level in a Chinese context.

Details

Nankai Business Review International, vol. 3 no. 1
Type: Research Article
ISSN: 2040-8749

Keywords

Article
Publication date: 14 April 2014

Kaisa Henttonen, Jan-Erik Johanson and Minna Janhonen

– The focus in this paper is on the extent to which bonding and bridging social relationships predict the performance effectiveness and attitudinal (identity) outcomes.

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Abstract

Purpose

The focus in this paper is on the extent to which bonding and bridging social relationships predict the performance effectiveness and attitudinal (identity) outcomes.

Design/methodology/approach

The research was survey-based, involving 76 work teams and a total of 499 employees in 48 organisations.

Findings

The analysis reveals a positive relationship between both bonding and bridging relationships and performance effectiveness and attitudinal outcomes. Team identity mediates the relationship between the team ' s social-network structure and its performance effectiveness.

Research limitations/implications

The research investigates the performance effectiveness and attitudinal outcomes of social networks simultaneously, which is rare, but for study-design reasons fails to investigate behavioural outcomes. More extensive data would reveal more about the possible interaction between bridging and bonding.

Practical implications

In order to improve performance effectiveness managerial attention should focus on building a team and social networks.

Originality/value

The research shows that team identity fully mediates the influence of bonding and bridging social relationships. This finding sheds light on the processes that mediate performance effectiveness, which in turn facilitate understanding of how team dynamics lead to differing performance levels. The results also reveal how the type of social network affects the creation of a team identity: individuals identify with the team through the social networks to which they belong both within it and outside. Thus, team identity matters given the evidence suggesting that those who identify more with their work teams perform more effectively.

Details

Personnel Review, vol. 43 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 14 October 2013

Catarina Marques Santos and Ana Margarida Passos

This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict…

4287

Abstract

Purpose

This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict within the team, TMM-similarity at the middle of the team lifecycle, and in turn team effectiveness. Thus far, no research has analysed the mediating role of a dysfunctional team process between TMM-similarity and effectiveness.

Design/methodology/approach

The study was conducted in a strategy and management competition involving 414 individuals who comprised 92 teams (3-5 members). Data were collected at four moments in time. The questionnaires were developed based on validated scales and adapted for the specific context.

Findings

The results provide support for the mediating role of conflict between the similarity of team-TMMs at the beginning of team lifecycle and effectiveness. The results also provide support for the mediating role of task-TMMs in the middle of team lifecycle between task-TMMs at the beginning of team lifecycle and effectiveness. Findings suggest that teams with more similar TMMs, experience less relationship conflict which in turn improves effectiveness.

Research limitations/implications

In this study TMM-accuracy was not analysed. Future research should analyse the role of TMM similarity and accuracy. Further, future research should explore the optimal level of TMM-similarity and when the similarity of TMM is disruptive to teams.

Originality/value

This paper sheds light on the role of conflict as a dysfunctional team process between TMM-similarity and effectiveness. Moreover, this paper shows that more research on TMM evolution is needed.

Details

Team Performance Management, vol. 19 no. 7/8
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 5 May 2020

Sofia Mysirlaki and Fotini Paraskeva

As business is becoming more global, virtual teams are getting increasingly prevalent. The purpose of this paper is to examine virtual team effectiveness by taking a…

5699

Abstract

Purpose

As business is becoming more global, virtual teams are getting increasingly prevalent. The purpose of this paper is to examine virtual team effectiveness by taking a deeper look at the Virtual World Teams (VWTs) of Massively Multiplayer Online Games (MMOGs).

Design/methodology/approach

The paper investigates the effects of leaders’ emotional intelligence and transformational leadership on virtual team effectiveness, including three sub-factors of team effectiveness: team performance, viability and team member satisfaction. In addition, the indirect effect of emotional intelligence on team effectiveness via transformational leadership was examined. In total, 500 MMOG players that belonged in virtual world teams participated in the study. Hypotheses were tested through a series of multiple linear regression analyses, and one-way ANOVA tests were used to explore the impact of gender on the key factors of team effectiveness.

Findings

The analysis revealed a significant predictive relationship between perceived leader emotional intelligence and virtual team effectiveness sub-factors, mediated by transformational leadership behavior. Further analysis revealed gender differences in players’ perceptions of their leader emotional intelligence, transformational leadership and virtual team effectiveness.

Practical implications

This paper adds to the literature by revealing important predictors of virtual team effectiveness. These findings suggest implications for research and practice in the fields of Human Resources (HR), Human Resource Development (HRD) and training programs for e-leaders. The results of the analysis based on gender differences also have theoretical and managerial implications.

Originality/value

The study provides evidence that transformational leadership mediates the relationship between leaders’ emotional intelligence and team effectiveness in a virtual team.

Details

Leadership & Organization Development Journal, vol. 41 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 64000