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Article
Publication date: 25 December 2023

Changlong Ma, Yuhui Ge and Heng Zhao

Although strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they…

Abstract

Purpose

Although strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they have adopted seemingly conflicting theoretical perspectives to explain how it works. Drawing on ideas from the threat rigidity theory, the authors integrated these perspectives by proposing a contingency model in which the relationships between TMT diversity and adaptive firm performance depend on the matching between the internal context (i.e. overlapping team tenure) and external context (i.e. severity of threat).

Design/methodology/approach

This study sampled 579 Chinese A-share listed companies that have been severely affected by the COVID-19 pandemic, and multilevel linear regression analysis was used to test the hypothesis.

Findings

Results provided support for this hypothesis. Specifically, the interaction between TMT age/tenure diversity and overlapping team tenure is significant only when the severity of threat is high, while the interaction between TMT functional diversity and overlapping team tenure is significant only when the severity of threat is low.

Originality/value

The results of this study provide a comprehensive perspective to predict the performance impact of team diversity and contribute to diversity research and practice.

Details

Journal of Organizational Change Management, vol. 37 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 4 August 2023

Heather Carle, Cara-Lynn Scheuer and Stephanie Swartz

This study offers insight on the impact of virtual team projects (VTPs) of varying types (global vs domestic teams, technology vs non-tech projects) on competency and anxiety…

Abstract

Purpose

This study offers insight on the impact of virtual team projects (VTPs) of varying types (global vs domestic teams, technology vs non-tech projects) on competency and anxiety outcomes during the COVID-19 pandemic.

Design/methodology/approach

Paired-sample t-tests and ANOVA tests were performed on student survey responses pre- and post-engagement of different VTPs.

Findings

The results demonstrated positive effects of VTPs on intercultural sensitivity (ISS), computer self-efficacy, perceived ease of use of online learning and COVID-19 anxiety. ISS (“interaction confidence”) improved more for students in the global vs. domestic teams and technology-related outcomes (CSE, PEU and computer anxiety) and ISS (“respect for cultural differences”) improved more for students that participated in tech projects, whereas COVID-19 anxiety lessened more for those that participated in non-tech projects.

Originality/value

The study expands understanding of the Technology Acceptance Model and provides insight into the ISS literature showing that VTPs could be a worthwhile pedagogical approach for improving student competencies and anxiety during times of academic disruption, but that project type can influence these changes.

Details

Higher Education, Skills and Work-Based Learning, vol. 14 no. 1
Type: Research Article
ISSN: 2042-3896

Keywords

Article
Publication date: 1 June 2023

Luiz Henrique da Silva, Tatiana Ghedine and Francielle Molon da Silva

This article aims to analyze the way the leader acts in the development of collective competencies (CC) of fashion work teams, seeking to demonstrate ways in which the leader can…

Abstract

Purpose

This article aims to analyze the way the leader acts in the development of collective competencies (CC) of fashion work teams, seeking to demonstrate ways in which the leader can collaborate for the development of the collective work.

Design/methodology/approach

With a qualitative approach, this paper carried out a case study strategy having the Creation Center of a fashion group from Santa Catarina, Brazil as a research object. Data collection took place through semi-structured interviews and participant observation with 36 employees from 6 work teams from 5 clothing brands.

Findings

Our findings make it clear that the leader influences the CC development of fashion work teams. The leader's role becomes essential for directing and developing his team, seeking to encourage participation and cooperation between team members to achieve the objectives and expected results. It was considered that the CC development could be associated with how much the leader represents his team and contributes with guidelines that emphasize the collective and the people and teams' development. The leader who makes the cooperative relationship feasible, encourages effort and promotes cohesion and teamwork tends to collaborate with actions that foster CC development.

Originality/value

From a theoretical perspective, it is the first study to analyze empirically the relationship between leadership and CC. A model with 18 guidelines was developed, divided into six determining factors (activity dynamics, team composition, individual characteristics and dispositions, team integration, communication and physical structure) that demonstrated the way the leader collaborates for the CC development. For the fashion industry, this study demonstrates elements capable of assisting collective creativity and the development of fashion collections.

Details

Journal of Fashion Marketing and Management: An International Journal, vol. 28 no. 1
Type: Research Article
ISSN: 1361-2026

Keywords

Article
Publication date: 13 February 2024

Denise J. McWilliams and Adriane B. Randolph

Researchers explore the impact of an intelligent assistant in virtual teams by applying the theoretical lens of a transactive memory system (TMS) to understand the relationships…

Abstract

Purpose

Researchers explore the impact of an intelligent assistant in virtual teams by applying the theoretical lens of a transactive memory system (TMS) to understand the relationships between trust in a specific technology, knowledge sharing and knowledge application.

Design/methodology/approach

An online survey was administered to a Qualtrics-curated panel of individual, US-based virtual team members utilizing an intelligent assistant with team collaboration software. Partial least squares structural equation modeling (PLS-SEM) was utilized to examine the hypothesized relationships of interest.

Findings

Results suggest that knowledge application is strongly influenced by trust in a specific technology and knowledge sharing. Additionally, a transactive memory system positively increases trust in the intelligent assistant, and similarly, trust in the intelligent assistant has a significant positive relationship with knowledge sharing.

Originality/value

The research model contributes to our understanding of the impact of an intelligent assistant in virtual teams. Although the transactive memory system construct has been explored in various contexts and models, few have explored the impact of an intelligent assistant and trust in a specific technology.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 2 February 2023

Min Zuo, Jiangnan Qiu and Jingxian Wang

Online collaboration in today's world is a topic of genuine interest to Internet researchers. The purpose of this paper is to explore the role of group knowledge heterogeneity…

Abstract

Purpose

Online collaboration in today's world is a topic of genuine interest to Internet researchers. The purpose of this paper is to explore the role of group knowledge heterogeneity (GKH) in open collaboration performance using the mediating mechanisms of group cognition (GC) and interaction to understand the determinants of the success of online open collaboration platforms.

Design/methodology/approach

Study findings are based on partial least squares structural equation modeling (PLS-SEM), the formal mediation test and moderating effect analysis from Wikipedia's 160 online open collaborative groups.

Findings

For online knowledge heterogeneous groups, open collaboration performance is mediated by both GC and collaborative interaction (COL). The mediating role of GC is weak, while the mediating role of COL is strengthened when knowledge complexity (KC) is higher. By dividing group interaction into COL and communicative interaction (COM), the authors also observed that COL is effective for online open collaboration, whereas COM is limited.

Originality/value

These findings suggest that for more heterogeneous large groups, group interaction would explain more variance in performance than GC, offering an in-depth understanding of the relationship between group heterogeneity and open collaboration performance, answering what determines the success of online open collaboration platforms as well as explaining the inconsistency in prior findings. In addition, this study expands the application of Interactive Team Cognition (ITC) theory to the online open collaboration context.

Article
Publication date: 21 March 2024

Rishi Kappal and Dharmesh K.K. Mishra

Executive isolation, also known as workplace loneliness, its factors and impact are major issues for organizational development, future of work for leadership and learning…

Abstract

Purpose

Executive isolation, also known as workplace loneliness, its factors and impact are major issues for organizational development, future of work for leadership and learning culture. The purpose of this study is to examine the Executive isolation phenomenon where relationships between power distance, organizational culture and executive isolation of Chief Executive Officers (CEOs) are analysed on how it is considered by their teams. The same is contextualized through the inputs received through interviews conducted with CEOs and employee surveys.

Design/methodology/approach

The qualitative in-depth interviews of five CEOs, and survey across 34 of the 50 employees, were undertaken over the course of two phases of this study. The investigation focused on identifying executive isolation of CEOs and perspectives of employees that can impact the leadership and learning progress of organizations based on work culture, power distance and decision-making; awareness and experience of executive isolation; workplace friendliness and rejection; and management development initiatives to minimize the impact of executive isolation. Qualitative data analysis was conducted using MAXQDA 2022 (Verbi Software, Berlin, Germany), which is a qualitative data analysis software.

Findings

The findings highlight and expose the significant gap between understanding and analysing of the factors due to which the CEOs undergo executive isolation. It also extends to providing details related to the lack of awareness of the teams’ actions contributing to the CEOs’ isolation. It further highlights the fact that the difference of perspectives between the CEOs and teams leads to the organization slowing in its learning activities due to the leaders’ own challenges of executive isolation The findings also provide immense need of developing knowledge assets and management development initiatives for learning interventions, to help understand, analyse and mitigate executive isolation, in the interest of the organizational learning and development.

Originality/value

Earlier research work have contextualized the executive isolation impact on CEOs ability to be a leader. This study extends it to include the implications of leadership and learning culture on the teams that are affected by organization culture, power distance, decision-making and analysing the gap between the understandings about executive isolation of the CEOs. Eventually, it interprets how CEOs courting the executive isolation impacts the overall developmental culture of the organization. This will help in asserting the serious need of new learning frameworks needed to minimize the impact of CEO-level executive isolation.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 7 December 2023

Xin Zhao, Na Fu and Yseult Freeney

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership…

Abstract

Purpose

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

Design/methodology/approach

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Findings

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

Originality/value

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 29 December 2022

Soo Jeoung Han, Lei Xie, Michael Beyerlein and Rodney Boehm

As a cornerstone of team performance, learning depends on each member’s mindset. Drawing on implicit theories of intelligence, the purpose of this study is to investigate the…

Abstract

Purpose

As a cornerstone of team performance, learning depends on each member’s mindset. Drawing on implicit theories of intelligence, the purpose of this study is to investigate the relationships among individual members’ mindsets and shared leadership (SL) behaviors in design teams and the mediation role of team growth mindset (TGM) on that relationship.

Design/methodology/approach

The authors analyzed survey results based on individuals who participated in an international design competition. To test the hypothesized model, the data was analyzed by using SEM using Mplus 7.

Findings

The results indicated that an individual growth mindset (IGM; but not an individual-fixed mindset) has significant and positive direct effects on a team growth mindset and SL behaviors. In addition, a TGM mediates the relationship between an IGM and SL.

Originality/value

The research discusses several theoretical and practical implications for human resource development professionals and scholars to improve understanding of a TGM and its influence on individual mindsets and SL behaviors.

Details

European Journal of Training and Development, vol. 48 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

Book part
Publication date: 29 January 2024

Hieu Nguyen, Neal M. Ashkanasy and Stacey Parker

The existing literature on abusive supervision, defined as a perception by subordinates that their supervisor displays hostility toward them (but falling short of physical abuse)…

Abstract

Purpose

The existing literature on abusive supervision, defined as a perception by subordinates that their supervisor displays hostility toward them (but falling short of physical abuse), is deficient insofar as it fails to account for workgroup differences in employees' perceptions of abusive supervision. We therefore sought to study such differences, which refer to as “abusive supervision dispersion (ASD).”

Methods

We interviewed 40 employees from a variety of organizations in Australia, focusing on the role of affective events in ASD dynamics, with a view to understanding how this phenomenon relates to individual and team processes.

Findings

We found that ASD stimulates employees to harbor negative emotions and resentment toward their supervisor, causing them to perceive even positive events negatively. We found further that, while low ASD facilitates team-member exchange by forcing abused members to band together resulting in low team conflict, high dispersion facilitates formation of subgroups and high team conflict.

Implications

These findings illuminate the paradoxical nature of ASD and suggest that employees experience dispersion through three paradoxes: (1) dispersion paradox, (2) resentment paradox, and (3) team paradox. Overall, these findings suggest that subordinates' perceptions of high ASD are associated with detrimental impacts on team performance.

Details

Emotion in Organizations
Type: Book
ISBN: 978-1-83797-251-7

Keywords

Article
Publication date: 1 March 2024

Marya Tabassum, Muhammad Mustafa Raziq and Naukhez Sarwar

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in…

Abstract

Purpose

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in agile teams – however, how these (informal) emergent leaders can be identified in teams remains far from understood. The purpose of this research is to uncover techniques that enable top management to identify emergent agile leaders.

Methodology/design

We approached six agile teams from four organizations. We employ social network analysis (SNA) and aggregation approaches to identify emergent agile leaders.

Design/methodology/approach

We approached six agile teams from four organizations. We employ SNA and aggregation approaches to identify emergent agile leaders.

Findings

Seven emergent leaders are identified using the SNA and aggregation approaches. The same leaders are also identified using the KeyPlayer algorithms. One emergent leader is identified from each of the five teams, for a total of five emergent leaders from the five teams. However, two emergent leaders are identified for the remaining sixth team.

Originality/value

Emergent leadership is a relatively new phenomenon where leaders emerge from within teams without having a formal leadership assigned role. A challenge remains as to how such leaders can be identified without any formal leadership status. We contribute by showing how network analysis and aggregation approaches are suitable for the identification of emergent leadership talent within teams. In addition, we help advance leadership research by describing the network behaviors of emergent leaders and offering a way forward to identify more than one emergent leader in a team. We also show some limitations of the approaches used and offer some useful insights.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

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