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Article
Publication date: 5 November 2021

This study aimed to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).

Abstract

Purpose

This study aimed to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap).

Design/methodology/approach

Data were collected in two waves from 163 employees of 45 teams in 12 Taiwanese companies. The employees came from financial, IT and administration services. There were 73 women and 90 men. One questionnaire concerned team job crafting and the second questionnaire concerned PsyCap and IWB.

Findings

Results showed that team-level job crafting had a significant positive effect on IWB. Results also showed that team job crafting had a significant positive influence on the mediator, team PsyCap. Meanwhile, Team PsyCap had a positive impact on IWB. Finally, while testing the mediator, the main effect between team job crafting and IWB was found to be not significant. An indirect effect was found between team-level job crafting and IWB through team PsyCap. The results indicated that team PsyCap mediated the relationship between team job crafting and IWB.

Originality/value

The study highlighted a few recommendations for organizations to encourage positive behaviours in the workplace from a team perspective. Job crafting at the team level would encourage team members to display a high level of initiative. When job crafting received support from team members, employees were more likely to gain high self-efficacy, hope, resilience and optimism. The findings suggested that increasing job resources and challenging job demands might be an effective strategy for increasing innovation or creativity.

Details

Human Resource Management International Digest , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 28 June 2021

The purpose of this study is to investigate the effects of team boundedness, and formal coordination on task and social cohesion and the moderating effect of organization…

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158

Abstract

Purpose

The purpose of this study is to investigate the effects of team boundedness, and formal coordination on task and social cohesion and the moderating effect of organization tenure diversity.

Design/methodology/approach

Data was gathered from the responses of 398 team members and leaders working in 111 software development teams to a questionnaire survey. The hypotheses were all tested using structural equation modelling.

Findings

The results show team boundedness and formal coordination have positive and significant associations with task and social cohesion. Formal coordination is a stronger positive predictor for task than social cohesion. Organization tenure has a greater negative effect on social cohesion than task cohesion and moderates the relationship between formal coordination and task cohesion.

Practical implications

Therefore, for organizations to optimize team cohesion the impact of antecedent variables on social and task cohesion should be taken into considering in planning strategies for improvement.

Originality/value

This paper has an original approach by adding to the literature through an examination of the antecedent variables of task and social cohesion which are two key components of team cohesion.

Details

Human Resource Management International Digest , vol. 29 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 29 July 2019

This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity…

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740

Abstract

Purpose

This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship.

Design/methodology/approach

Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise.

Findings

The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased.

Practical implications

Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams.

Originality/value

This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

Details

Human Resource Management International Digest , vol. 27 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 14 June 2019

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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233

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The findings indicate that within leadership development programs, team social support is a key driver for participation in team activities. They also indicate that team competence is associated with less participation in program-wide activities.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

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Book part
Publication date: 13 April 2021

Michael J. Urick

Abstract

Details

A Manager's Guide to Using the Force: Leadership Lessons from a Galaxy Far Far Away
Type: Book
ISBN: 978-1-80071-233-1

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Book part
Publication date: 2 May 2006

Ernest S. Park, Verlin B. Hinsz and Jared L. Ladbury

To understand the importance of coordination and collaboration for ROV teams, let us examine some of the typical tasks that ROV operators might be required to perform …

Abstract

To understand the importance of coordination and collaboration for ROV teams, let us examine some of the typical tasks that ROV operators might be required to perform (Cooke & Shope, 2004; Gugerty, DeBoom, Walker, & Burns, 1999). To do so, we will use the members of a U.S. Air Force Predator crew as an example. The team consists of three members: an Air Vehicle Operator (AVO) who pilots the aircraft, a Payload Operator (PLO) who operates the surveillance equipment, and a Data Exploitation, Mission Planning, and Communications Operator (DEMPC) who is responsible for mission planning. In the course of a mission, the AVO is responsible for the take off and landing of the aircraft. Because they fly the aircraft from a remote location, AVOs are generally required to use visual input from a camera mounted on the nose of the aircraft to guide their flight. Once in the air, the PLO can operate cameras and sensors mounted on the belly of the plane to gather information. The DEMPC, who is in contact with the upper echelons of the organization, provides the AVO with the desired heading and the PLO with target coordinates.

Details

Human Factors of Remotely Operated Vehicles
Type: Book
ISBN: 978-0-76231-247-4

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Book part
Publication date: 2 May 2006

Nancy J. Cooke, Harry K. Pedersen, Olena Connor, Jamie C. Gorman and Dee Andrews

The heart of the CERTT Laboratory, shown in Fig. 1, is a flexible Synthetic Task Environment (STE) that is designed to study many different synthetic tasks for teams

Abstract

The heart of the CERTT Laboratory, shown in Fig. 1, is a flexible Synthetic Task Environment (STE) that is designed to study many different synthetic tasks for teams working in complex environments. STEs provide an ideal environment for the study of team cognition in complex settings by providing a middle-ground between the highly artificial tasks commonly found in laboratories and the often uncontrollable conditions found in the field or high fidelity simulations.

Details

Human Factors of Remotely Operated Vehicles
Type: Book
ISBN: 978-0-76231-247-4

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Book part
Publication date: 17 July 2007

Jan Cannon-Bowers

The construct of shared mental models has garnered interest among team researchers as a means to explain how teams develop into highly coordinated units. McComb (this…

Abstract

The construct of shared mental models has garnered interest among team researchers as a means to explain how teams develop into highly coordinated units. McComb (this volume) contributes to this body of work by synthesizing a host of empirical findings and theoretical assertions into a model of mental model convergence. This advancement is significant, because it begins to shed light on how shared mental models may develop in teams. The present commentary takes McComb's work a step further by combining it with findings from the area of team training. The result is a set of propositions describing when various training interventions may be most beneficial to the team and the mental model convergence process, and why. These propositions are intended to stimulate further efforts to empirically validate team-training strategies as a means to foster development of shared mental models.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

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Book part
Publication date: 17 July 2007

Kevin C. Stagl, Eduardo Salas, Michael A. Rosen, Heather A. Priest, C. Shawn Burke, Gerald F. Goodwin and Joan H. Johnston

Stagl, Salas, Rosen, Priest, Burke, Goodwin, and Johnston (this volume) conducted a review of distributed team performance and discussed some of the implications of…

Abstract

Stagl, Salas, Rosen, Priest, Burke, Goodwin, and Johnston (this volume) conducted a review of distributed team performance and discussed some of the implications of distributed, multicultural operations for individual, team, and organizational decision making. Expanding upon Stagl and colleagues’ discussion, Alutto (this volume), and Coovert and Burke (this volume) provided thought-provoking commentary on these issues. The current note briefly responds to some of the questions posed and comments made by Alutto, Coovert, and Burke and concludes by calling for a continued dialogue by all stakeholders concerned with fostering effective distributed teams.

Details

Multi-Level Issues in Organizations and Time
Type: Book
ISBN: 978-0-7623-1434-8

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Book part
Publication date: 14 June 2018

Karen Jaw-Madson

Abstract

Details

Culture Your Culture
Type: Book
ISBN: 978-1-78743-899-6

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