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1 – 10 of over 113000In a team‐based organization, the performance not only of the teams as a whole but also of their individual members needs to be managed and managed very well if tall performance…
Abstract
In a team‐based organization, the performance not only of the teams as a whole but also of their individual members needs to be managed and managed very well if tall performance (consistently competent, ethical, and motivated behavior that always produces the best results) is to be reached and sustained. In this article, four principles are first overviewed that underlie a new model of performance management designed by the author. The principles are those of tall performance, accountability, responsible empowerment, and performance management. An overview of the new model is then given. Among the model’s salient features are the way it preserves the “we” without sacrificing the “me”, a non‐traditional way to do performance appraisals, and accountability not only for results but also for behaviors, including ethical conduct.
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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…
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.
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Management and scholars have been searching for the determinants of project team performance for many years. Individual characteristics and intra‐team processes are most often…
Abstract
Management and scholars have been searching for the determinants of project team performance for many years. Individual characteristics and intra‐team processes are most often hypothesized to influence team performance. To date, though, we still do not really understand why some teams perform better than other teams. Studies have provided mixed findings and inconclusive results. The study described in this article continues the search for variables that influence project team performance. The findings provide support for an increasingly, albeit controversial, discussion occurring within human resource circles, concerning the impact of top performers on team performance.
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Jonas Debrulle, Johan Maes and Elliroma Gardiner
The purpose of this paper is to contribute to understanding the impact of entrepreneurial team composition on new venture performance. Different types of entrepreneurship…
Abstract
Purpose
The purpose of this paper is to contribute to understanding the impact of entrepreneurial team composition on new venture performance. Different types of entrepreneurship motivation among founding team members are defined. Using a relatively recent theory as a framework (i.e. self-determination theory), the authors group these motives into two categories: autonomous and controlled motivation. The business impact of the level of each type of motivation within the team, as well as the impact of having team members with different motivational drivers, is examined. New venture performance is modelled in two different ways: financial performance (i.e. return on assets) and innovation performance.
Design/methodology/approach
The analyses are based on 66 founding teams active in diverse activity sectors. The teams represent a total of 142 business founders. Data was collected through structured interviews, a company questionnaire and a secondary data source (i.e. certified financial statements).
Findings
The results confirm that the level of autonomous motivation within the team contributes to start-up financial performance, whereas the level of controlled motivation hampers innovation performance. No direct effects of diversity of team member motivation on start-up performance were discovered.
Originality/value
This is one of the first papers to study multiple firm performance effects of the composition of entrepreneurial founding teams in terms of motivation.
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Online medical teams (OMTs) have emerged as an innovative healthcare service mode that relies on the collaboration of doctors to produce comprehensive medical recommendations…
Abstract
Purpose
Online medical teams (OMTs) have emerged as an innovative healthcare service mode that relies on the collaboration of doctors to produce comprehensive medical recommendations. This study delves into the relationship between knowledge collaboration and team performance in OMTs and examines the complex effects of participation patterns.
Design/methodology/approach
The analysis uses a dataset that consists of 2,180 OMTs involving 8,689 doctors. Ordinary least squares regression with robust standard error is adopted for data analysis.
Findings
Our findings demonstrate a positive influence of knowledge collaboration on OMT performance. Leader participation weakens the relationship between knowledge collaboration and team performance, whereas multidisciplinary participation strengthens it. Passive participation and chief doctor participation have no significant effect on the association between knowledge collaboration and OMT performance.
Originality/value
This study provides valuable insights into how knowledge collaboration shapes OMTs' performance and reveals how the participation of different types of members affects outcomes. Our findings offer important practical implications for the optimization of online health platforms and for enhancing the effectiveness of collaborative healthcare delivery.
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Hina Ejaz, Imran Shafique and Ahmad Qammar
Drawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee…
Abstract
Purpose
Drawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee ambidexterity. The study also investigates the moderating role of team empowerment climate in the relationship between team cohesion and employee adaptive performance.
Design/methodology/approach
Time-lagged data were collected in two waves from a sample of 212 employees from 43 teams working in software houses in Pakistan. R (lavaan package) was used to analyze the multilevel framework.
Findings
The findings reveal that both team cohesion and employee ambidexterity positively relate to employee adaptive performance. Moreover, employee ambidexterity mediates the cross-level relationship between team cohesion and employee adaptive performance. The results also support that team empowerment climate (a contextual boundary condition) moderates the direct relationship between team cohesion and employee adaptive performance.
Originality/value
The primary novelty of this study lies in developing and examining a holistic conceptual framework for a multilevel model in the software industry that incorporates team cohesion (level 2) as an antecedent, employee ambidexterity (level 1) as an underlying mechanism, employee adaptive performance (level 1) as an outcome and team empowerment climate as a boundary condition (level 2).
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Marketa Rickley and Madelynn Stackhouse
The field of global leadership has flourished and advanced in the preceding decade. However, in contrast to the term global leadership, which enjoys conceptual clarity enabling…
Abstract
The field of global leadership has flourished and advanced in the preceding decade. However, in contrast to the term global leadership, which enjoys conceptual clarity enabling accumulative progress, the construct of global leadership effectiveness is comparatively undertheorized, with instances of definitional ambiguity and disjointed methodological operationalizations across studies. The purpose of this chapter is, thus, to provide a systematic review of the global leadership effectiveness literature. In doing so, our contributions are fourfold. First, we offer an inclusive, comprehensive definition of global leadership effectiveness. Second, we map its construct domain. Third, we review research findings at the individual, group, and organizational levels. Finally, we integrate extant insights and offer suggestions for future research, organized within the typology of the content domain along the identified dimensions of global leadership effectiveness. Together, our goal is to build a foundation for future research examining the roles of leadership and the global context as antecedents of global leadership effectiveness.
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Trevor N. Fry, Kyi Phyu Nyein and Jessica L. Wildman
Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research…
Abstract
Purpose
Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research designs. The purpose of this chapter is to provide a concise summary of the existing literature on team trust over time, and to offer a conceptual model of team-level trust development over time to aid future research on this topic.
Methodology/approach
We draw from the Input–Mediator–Output–Input (IMOI) framework, as well as previous multilevel models of organizational trust development, and published findings from longitudinal team trust studies.
Findings
Taking a temporal perspective, we consider how team-level mediators and outcomes can both predict and be predicted by team trust trajectories and feedback loops over time, as well as how those relationships with team trust might change based on the existence of other moderating variables including trust violation and repair.
Research implications
Future longitudinal team research may use the model as a starting point for investigating the antecedents, as well as the team processes and dynamic emergent states, that can effectively predict trajectories of team trust across various stages of teamwork.
Practical implications
Based on our review of extant literature, we provide several recommendations for training and organizational intervention including the importance of management’s consideration of team-level trust in providing feedback, enhancing cohesion, and mitigating conflict.
Originality/value
We provide insight into the development of team trust trajectories and offer a framework to help guide future longitudinal team trust research.
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