网络协作过程中团队成员信任机制的实验研究

本文采用情景模拟实验的方法,以大学生为研究对象,通过模拟现实环境中虚拟团队的工作方式,考察了虚拟团队协作过程中个体信任六个因子（风险、利益、实用价值、影响力、兴趣以及努力程度）的发展。实验历时两个月,共进行三次问卷调查,收集了不同阶段各个团队个体信任六个因子变化发展的数据。本研究运用蜘蛛图和平衡秤模型分析了积极团队和消极团队个体信任发展的差异。研究结果表明,在虚拟团队发展的早期,个人利益和兴趣是影响个体信任的主要因子,随着团队任务的进展,实用价值成为后期主要的影响因素之一;在虚拟团队发展早期,成员间可能会发生较为激烈的人际和任务冲突,并对兴趣和努力等因子产生消极的影响;相对于消极团队,积极团队更专注于团队任务,成员更乐于参与团队协作并提高自身的影响力。     

What's the difference? Insider perspectives on the importance,content, and meaning of interpersonal differences

This study presents a new approach to examine how team members experience interpersonal differences. This approach offers a way to examine how team members experience their differences with specific other individuals, and how these differences are related to the amount of perceived conflict with these individuals in an organizational context. Data from a non‐profit governmental institution in The Netherlands were analysed, including 80 participants from 15 diverse teams. Five types of differences were salient to the individuals in this sample: differences related to extraversion; work pose; approach to work; task‐related expertise; and seniority. Furthermore, individuals tend to contrast positive and negative evaluations of differences related to extraversion and approaches to work, but to conceptualize positive and negative evaluations of task‐related expertise, seniority, and work pose as more mutually independent phenomena. Moreover, we found that differences related to task‐related expertise were negatively related to both task and relationship conflict. In contrast, differences related to extraversion were positively related to both task and relationship conflict. Finally, the approach‐to‐work cluster was positively related to only task conflict.     

A multi‐level mediation model of the relationships between team autonomy,individual task design and psychological well‐being

The past decade and a half witnessed a global trend towards the use of participatory team‐based interventions. In the present contribution, we address the widespread idea that the resulting increase in team autonomy fosters employee psychological well‐being. Specifically, we address the common but mostly implicit rationale for this widespread idea that the well‐being effect occurs because the increase in team autonomy is reflected in individual task design. We collected survey data from 733 members of 76 healthcare teams. The results of multi‐level mediation analyses were supportive of our theoretical framework. The higher the team autonomy, the more active learning behaviour and the less emotional exhaustion team members reported. These relationships were mediated by the individual job characteristics of autonomy, variety and demands. These results draw attention to individual task design in a team context.     

Effectiveness in top management group meetings: The role of goal clarity,focused communication,and learning behavior

Bang, H., Fuglesang, S. L., Ovesen, M. R. & Eilertsen, D. E. (2010). Effectiveness in top management group meetings: The role of goal clarity, focused communication, and learning behavior. Scandinavian Journal of Psychology, 51, 253–261. To explore the relationship between goal clarity, focused communication, learning behavior, and team effectiveness (i.e., task performance, relationship quality, and member satisfaction), self‐report and observer data from eight top management groups that processed 56 agenda items during meetings were analyzed. We found that goal clarity and focused communication was positively related to team effectiveness. The effect of goal clarity on team effectiveness was partially mediated by focused communication. Speaking up when a goal was unclear increased focused communication, task performance and relationship quality. Speaking up when the discussion was off track was not related to task performance and member satisfaction, and was negatively related to relationship quality. These findings have implications for how to conduct an effective management meeting.     

Transactive memory system links work team characteristics and performance

Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. Wegner, 1987) to share their distributed knowledge and expertise. To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relationships between team characteristics, TMS, and team performance. The results suggest that task interdependence, cooperative goal interdependence, and support for innovation are positively related to work teams' TMS and that TMS is related to team performance; moreover, structural equation analysis indicates that TMS mediates the team characteristics-performance links. Findings have implications both for team leaders to manage their work teams effectively and for team members to improve their team performance.     

团队领导的职能、决定因素及有效性

团队的情境特点和任务要求使团队领导具有了不同于传统组织领导的特点。该文从团队领导与群体领导的区别入手,以职能领导观分析了团队领导的职能：包括团队联络职能,收集并转译来自团队内外的信息;目标建立职能;运作协调职能,协调团队成员活动使其能在团队水平上充分整合;以及决定领导职能相对重要性的团队特征与作业特征,最后探讨了团队领导对团队有效性的作用及机制,并指出将来研究的方向     

应急救援团队的个体与团队情境意识：社会网络关系的调节作用

采用地震后建筑物倒塌,被困人员转运的任务情景,以99名消防指挥系大四学员为被试,研究个体情境意识和团队情境意识的关系,以及社会网络关系中的网络密度和结构洞指标在其中的调节作用。结果表明：(1)个体情境意识与团队情境意识不相关,即团队情境意识不是个体情境意识的简单相加;(2)共享情境意识对团队情境意识有负向影响：个体情境意识之间的差异越大,团队情境意识就越高;(3)对于网络密度较大的团队,结构洞对共享情境意识和团队情境意识的关系起到正向调节的作用;(4)对于网络密度较小的团队,结构洞对共享情境意识和团队情境意识的关系起到负向调节的作用。     

AN EVALUATION OF GENERIC TEAMWORK SKILLS TRAINING WITH ACTION TEAMS: EFFECTS ON COGNITIVE AND SKILL-BASED OUTCOMES

This study evaluated the utility of generic teamwork skills training for enhancing the effectiveness of action teams. Results from 65 4-person action teams working on an interdependent command and control simulator revealed that generic teamwork skills training had a significant and positive impact on both cognitive and skill-based outcomes. Trained team members evidenced higher levels of declarative knowledge regarding teamwork competencies and demonstrated greater proficiency in the areas of planning and task coordination, collaborative problem-solving, and communication. Furthermore, results indicated that cognitive and skill based outcomes were interrelated. Team members' declarative knowledge regarding teamwork competencies positively affected planning and task coordination, collaborative problem solving, and communication skills. However, we found that the effects of declarative knowledge differed across team members depending on their roles and responsibilities. The team benefited the most from the knowledge held by the team member who occupied the most critical position in the workflow. Implications of these findings for future research and practice are discussed.     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

Organizational Communication in Emergencies: Using Multiple Channels and Sources to Combat Noise and Capture Attention

This study relies on information theory, social presence, and source credibility to uncover what best helps people grasp the urgency of an emergency. We surveyed a random sample of 1,318 organizational members who received multiple notifications about a large‐scale emergency. We found that people who received 3 redundant messages coming through at least 1 synchronous communication source—for example, phone or face‐to‐face communication—perceived the urgency of the situation the most quickly, whereas those receiving official messages through asynchronous channels—most often text message—had the lowest sense of urgency. Our findings suggest that by understanding people's reactions to various kinds of redundant communication, organizations can design more strategic emergency messages that capture attention.     

The relative importance of task,citizenship and counterproductive performance to job performance ratings: Do rater source and team‐based culture matter?

This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating. We used a work‐roles framework to examine the effects of rater source and team‐based culture. The sample consisted of 612 individuals in three job categories (317 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low‐ vs. high‐team‐based); (b) rating source (supervisor vs. peer) and (c) job. In a team‐based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed.     

A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter‐Organizational Teams

An inter‐organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team‐ and individual level in the context of inter‐organizational teams. Multisource data were collected from 53 inter‐organizational teams. We obtain the following findings: first, shared leadership is positively related to both team creativity and individual creativity via knowledge sharing. Second, task interdependence positively moderates the relationship between shared leadership and knowledge sharing. Third, task interdependence positively moderates the relationship between knowledge sharing and team creativity, but does not moderate the relationship between knowledge sharing and individual creativity. We discuss the theoretical and practical implications of the findings.     

Backing up behaviors in teams: the role of personality and legitimacy of need

In this article, the authors developed several hypotheses regarding both the main and interactive effects of 2 types of team inputs on backing up behaviors in teams: (a) team composition characteristics in terms of the personality of the members of the team and (b) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for some members of the team to back up other members of the team. Results from a study of 71 4-person teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, the legitimacy of the need for back up also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams.     

团队任务冲突与团队领导行为及团队学习的关系研究

本研究旨在探讨项目团队领导基于角色的不同行为对团队内部的任务冲突互动,以及团队学习的影响.以128个项目团队为研究对象进行的问卷调查结果表明,在领导行为与团队学习的关系中任务冲突存在显著的中介效应.其中,团队领导的促进者与指挥者角色行为完全通过任务冲突的中介传导,对团队学习产生影响,;而领导的创新型行为则通过任务冲突的部分中介作用,产生对团队学习的正向影响.     

Se sentir bien pour diriger efficacement : l’importance du plaisir au travail chez les responsables d’équipe

The purpose of this study is to investigate the role team leaders’ work enjoyment regarding team members’ attitudes by taking account of the mediating role of empowering leadership and the moderating effect of task interdependence. The sample includes 58 team leaders and 229 team members from a Canadian public safety organization. Using a multilevel approach, results indicate that empowering leadership may mediate the relationships that team leaders’ work enjoyment may have with team members’ attitudes (i.e., team commitment and turnover intention). Furthermore, results reveal that the relationship between work enjoyment and empowering leadership is moderated by task interdependence, such that this relationship is stronger when the level of task interdependence is low.     

Confidence at the group level of analysis: A longitudinal investigation of the relationship between potency and team effectiveness

Our longitudinal field study investigated the relationship between team potency and team effectiveness. The sample for this study was drawn from 71 change management teams from an automotive firm in the USA. Team potency ratings were obtained from team members. Team effectiveness ratings were obtained from team members, team leaders and external raters. Results indicated that team effectiveness and team potency are reciprocally and longitudinally related (p< .01).     

Computer‐mediated communication: synchronicity and compensatory effort

Groups might perform compensatory communicative actions if media characteristics impede a particular communication process. The present study examined this hypothesis for the process of information integration, which is a sub‐task in collaborative problem‐solving. Synchronous media characteristics support the information integration process, while asynchronous media characteristics impede it. The synchronicity of the medium was varied by manipulating parallelism and the immediacy of feedback within real‐time, text‐based computer‐mediated communication. A Conversational Games Analysis (CGA) was performed in order to investigate the functional purposes of the task‐oriented contributions. All groups successfully solved the problem. However, groups interacting in the asynchronous communication mode produced significantly more functional contributions for the purpose of mutual task‐oriented understanding and clarification, compared to the synchronous groups. Moreover, members of asynchronous groups repeated unshared pieces of information more often. These differences are interpreted as communicative efforts that balance the hindering influence of asynchronous media characteristics on the process of information integration. Copyright © 2007 John Wiley & Sons, Ltd.     

Proactively performing teams: The role of work design,transformational leadership,and team composition

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self‐management, transformational team leaders, and a higher‐than‐average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.     

Team adaptation to an unforeseen system failure: Limits of the potential aids of shared knowledge and standardized communication

The present study investigates the potential benefits of a team’s shared knowledge and standardized communication in adapting to an unforeseen change by combining literature on adaptation and team performance. Each of 20 teams performed a dynamic team task and was suddenly confronted with a simulated partial system breakdown. Results show that a methodological framework designed to describe performance adaptation to an unforeseen change in individuals can also be used to model performance adaptation in teams. The system failure was followed by a performance drop and a subsequent period of gradual performance recovery. Accuracy of teams’ shared knowledge correlated positively with performance before and after the change, confirming and extending the literature on shared mental models. However, the amount of knowledge similarity did not aid teams in adapting to the unforeseen system breakdown. In addition, improving teams’ standardized communication had no damping effect on the sudden performance drop and neither helped them during the subsequent recovery period. These results show that even though shared knowledge and efficient communication are of high value to team performance and success, these characteristics are limited in aiding adaptive team performance after unforeseen unique changes that force team members to update their strategies.     

团队中信任形成的映象决策机制

有关团队管理的研究日益注重团队行为过程及其因素并聚焦团队动力机制。其中,团队中信任形成机制成为管理心理学中的前沿领域。以往研究表明,团队成员间的信任模式及其水平是高绩效工作团队的关键条件,团队中信任的形成过程受到成员的个体价值取向、人际交往能力、团队领导风格以及团队共享心理模型特征等诸多因素的影响。而团队信任形成与发展的机制,则仍然是有待深入研究的重要课题。为了进一步研究与分析团队运作机制,以映象理论为基础,采用了实验模拟方法,系统考察团队成员信任的形成过程及其关键特征,深入探索团队成员信任形成的映象决策机制。实验采用团队局域网络模拟方法和被试间因子式设计,分别设置了高目标冲突（个体目标导向）和低目标冲突（团队目标导向）等两种条件。对随机组合的20个团队进行了投资任务的实验模拟与分析,结果表明,团队成员的信任决策是一种映象决策,表现出拒绝阈限。在建立信任关系的过程中,理想映象和当前映象的加工对能力和诚信更加重视,容易导致不信任;而对善意的要求稍宽一些。团队成员在工作任务中对理想映象和当前映象之间进行相容性检验,并作出信任决策判断。在这一动态过程中,相容性知觉起着部分中介作用,形成了映象决策的机制