Criterion Validity is Maintained When Items are Evaluatively Neutralized: Evidence from a Full‐scale Five‐factor Model Inventory

The original version and an evaluatively neutralized version (with items rephrased to reduce popularity) of a personality inventory were compared. The results revealed (i) similar criterion validity across three different sets of self‐rated behaviours, (ii) stronger relations to the rated social desirability of criteria for the original version and (iii) less correlation between factors for the neutralized version. We take the results to indicate that evaluative neutralization is a viable technique for reducing social desirability in self‐ratings. Implications for test construction are discussed. Copyright © 2014 European Association of Personality Psychology     

Innovation in health care teams

While there has been much research on organizational innovation and on individual creativity, little research has examined the social psychological factors predicting work group innovation. In this exploratory study, using a new measure of innovativeness, eight health care teams were studied. Members of five ‘innovative’ and three ‘traditional’ teams (comprising 43 health care professionals) completed questionnaires examining aspects of individual and group work experience, and produced inventories of innovation reports. On the basis of these inventories, team innovativeness was rated by experienced health care professionals. Team innovation was predicted by climate for innovation (in particular tolerance of diversity), team commitment and team collaboration. The content of health care team innovations was also examined to reveal current trends.     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。     

Agile innovation: The role of team climate in rapid research and development

The impact of team climate on speed of research and development (R&D) project completion was studied in a sample of 33 R&D teams. West's model of team climate for innovation was measured and analysed in relation to project performance ratings, and also in relation to project leaders' estimates of project progress over a 9‐month period. Three of the four climate scales (namely participative safety, support for innovation, and task orientation) were significantly correlated with project performance rated by managers and customers, and two scales (namely support for innovation and vision) correlated with project leaders' ratings of project innovation. Additionally, results of hierarchical linear modelling showed that the climate scales participative safety and task orientation each predicted the rate at which projects moved towards completion. Teams with more positive initial ratings of these climate factors progressed significantly faster towards project completion over subsequent months than teams with poorer climate ratings. The results extend previous research that has linked team climate with levels of team innovation and performance, by showing that climate also predicts rate or speed of innovation.     

L’attitude défaitiste des responsables d’équipe : un frein à l’innovation?

The goal of this study is to investigate the role of defeatist attitude in regard to process innovation by considering the mediating role of group potency and the moderating effect of collective autonomy. Data was gathered from 101 work teams (381 members and 101 immediate supervisors) in a public safety organization located in Canada. Results show that group potency may have a mediating role in the relationship between defeatist attitude and process innovation. Moreover, results indicate that the relationship between group potency and process innovation is moderated by collective autonomy, such that this relationship is stronger when the level of collective autonomy is high.     

Climate for work group creativity and innovation: Norwegian validation of the team climate inventory (TCI)

The present study assessed the psychometric properties and the validity of the Norwegian translation of the Team Climate Inventory (TCI). The TCI is a measure of climate for innovation within groups at work and is based on the four-factor theory of climate for innovation (West, 1990). Cronbach's alpha revealed satisfactory reliabilities and exploratory factor analysis successfully extracted the four original factors as well as a fifth factor that has also been reported in other studies (N = 195 teams from a wide range of professions). Results from confirmatory factor analysis, using a different sample (N = 106 teams from the Norwegian public postal service), suggested that the five-factor solution had the most parsimonious fit. Criterion validity was explored by correlating TCI scores from 92 post offices and 395 postal distribution teams with customer satisfaction scores. Significant positive relationships were found between three of four TCI scales and customer satisfaction.     

Communication and Performance in Co-Located and Distributed Teams: An Issue of Shared Mental Models of Team Members?

The aim of the present study was to test whether the shared mental models of team members have an effect on team performance, communication, and physical arousal in two distributed teams in pursuit of a common goal. A sample (N = 15) of newly formed navy teams was compared with a sample (N = 13) of seasoned navy teams. The results showed that familiar teams displayed higher performance levels, faster reaction times, more accuracy, and greater mission success compared to unfamiliar teams. A significant shift in communication strategy and physiological response (heart rate) was observed between the teams and from baseline to low workload. Implications for team training are discussed.     

Adaptation of the Alcohol Expectancy Questionnaire (AEQ-A): A short version for use among 13-year-olds in Norway

An adaptation of a Norwegian modified short version of Christiansen & Goldman's Alcohol Expectancy Questionnaire for Adolescents (AEQ-A) was examined in this survey. Subjects were 924 Norwegian seventh graders, with an average age of 13.3 years. From the original 90 items, 27 items representing all seven original scales were used in this study. Factor analysis did not create any preferred new factor solution compared to Christiansen & Goldman's original factors. Internal consistency of the seven AEQ-A scales ranged from 0.37 to 0.72 on Cronbach's alpha. All seven AEQ-A scales correlated significantly with self-reported alcohol use as was expected, and this study also replicated the relative importance of the social enhancement scale. This was the first study using AEQ-A in a non-English-speaking culture. The generalizability of alcohol outcome expectancies was strongly supported.
The present study indicates that the Norwegian version of AEQ-A possesses a level of concurrent validity and internal reliability that is acceptable compared to the original scales, and can serve as a useful instrument in behavioral research on alcohol use among Norwegian adolescents in the years to come.     

It's what you do and the way that you do it: Team task,team size,and innovation-related group processes

This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses on clarity of and commitment to team objectives, levels of participation, support for innovation, and quality emphases. Three hypotheses were tested. The first proposed that teams carrying out tasks with a high innovation requirement would have high scores on a measure of team processes. This was supported insofar as such teams reported higher levels of participation and support for innovation. The second hypothesis proposed that large teams would have poorer team processes. This hypothesis was confirmed. The third hypothesis concerned the interaction between size and innovation. The results suggested that large teams operating under a relatively high pressure to innovate have poorer team processes than large teams that do not have a high requirement to innovate.     

Teaching Engineering Ethics using BLOCKS Game

The aim of this study was to investigate the use of a newly developed design game called BLOCKS to stimulate awareness of ethical responsibilities amongst engineering students. The design game was played by seventeen teams of chemical engineering students, with each team having to arrange pieces of colored paper to produce two letters each. Before the end of the game, additional constraints were introduced to the teams such that they faced similar ambiguity in the technical facts that the engineers involved in the Challenger disaster had faced prior to the space shuttle launch. At this stage, the teams had to decide whether to continue with their original design or to develop alternative solutions. After the teams had made their decisions, a video of the Challenger explosion was shown followed by a post-game discussion. The students’ opinion on five Statements on ethics was tracked via a Five-Item Likert survey which was administered three times, before and after the ethical scenario was introduced, and after the video and post-game discussion. The results from this study indicated that the combination of the game and the real-life incident from the video had generally strengthened the students’ opinions of the Statements.     

Factor structure and correlates of the Mandarin version of the Managing the Emotions of Others (MEOS) scale

The English‐language version of the Managing the Emotions of Others (MEOS) scale has been found to have a six‐factor structure. This includes two pairs (Enhance, Divert and Worsen, Inauthentic) that respectively describe prosocial and non‐prosocial interpersonal emotion management, together with an emotional concealment factor (Conceal) and a factor assessing poor self‐rated emotional skills. A Mandarin translation of the MEOS was completed by 277 Chinese student participants. Factor analysis indicated a four‐factor structure comprising a merged Enhance/Divert factor, together with Worsen, Inauthentic and Conceal factors. The emergence of a different factor structure compared to Western samples may be related to culture‐dependent attitudes to emotional expression. The associations of the MEOS factors with Five‐Factor model personality, the Dark Triad and trait emotional intelligence (EI) were examined; these were similar to but generally weaker than those found for the English‐language version.     

多元动机网格测验（MMG-S）中文版的修订报告

对Sokolowski等人编制的简版多元动机网格测验（MMG-S）作了中文版的修订。MMG-S的验证性因素分析表明：中文修订版MMG-S仍保持英文版的六因子结构,修订后六因子的α系数在0.70~0.84之间。中文修订版MMG-S具有良好的心理学测量指标,可用于测量企业管理人员的三种社会性动机。     

Minority dissent and team innovation: the importance of participation in decision making.

This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation.     

The influence of an interpolated experience upon recognition

It was demonstrated in a previous experiment that an experience interpolated between an original experience and its recall may bring about changes in the points of emphasis in the recall of the original experience. Moreover, details of the interpolated experience may be recalled as if they had formed part of the original experience. These results were taken to mean that two experiences of a related kind may become merged in memory into something akin to Bartlett's notion of an organized mass of past experiences. In the experiment here reported, the original experience was the hearing of a story, and the interpolated experience the seeing of a picture which illustrated part of the story. When in a recognition test subjects were asked to select from three alternatives (including the original) the one version which was “most like the original story,” a proportion of them preferred to the original story a version which differed from the original by including a number of details from the picture. Asked about details, all the subjects tended to place details from the picture in the story, even if they had not been mentioned there. The results of the two experiments are thought to show that irreversible changes are brought about in the memory of an experience by subsequent experiences of a related kind.     

中庸价值取向对员工变革行为的情景依存作用

中庸是一种价值取向, 它倡导在全局认知基础上采用执中和适度的方式, 达到个体与环境的和谐。以49个企业团队的413名员工为研究对象, 采用多层次线性模型考察中庸价值取向在不同情境下对员工变革行为的影响。结果显示当员工具有高变革认知时, 中庸价值取向对员工变革行为有显著促进作用; 当团队中存在高同事消极约束时, 中庸价值取向对员工变革行为有显著消极作用; 模范带头作用没有显著情景作用。研究揭示了中庸价值取向影响员工变革行为是依据情景而变化, 从而达到个体与环境的和谐。     

The role of self-guided training in the relationship between task conflict and innovation in virtual teams

This study was conducted to evaluate the moderating role of self-guided training in the relationship between task conflict and team innovation in synchronic computer-mediated communication (SCMC) teams. For this purpose, a laboratory study was carried out in which 26 teams were assigned to the training condition and 24 to the control condition. Results confirmed that SCMC teams develop a negative relationship between task conflict and innovation, but also revealed that self-guided training may slow these counterproductive effects down. Our study provides new evidence of the linear relationship between task conflict and team innovation in SCMC teams, extending previous research findings obtained in face-to-face teams to virtual context and suggest that self-guided training can be useful for virtual team innovation.     

Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity

Purpose

The purpose of this study was to investigate the relationship between shared leadership, as a collective within-team leadership, and innovative behavior, as well as antecedents of shared leadership in terms of team composition and vertical transformational and empowering leadership.

Design/Methodology/Approach

Data were obtained from a field sample of 43 work teams, comprising 184 team members and their team leaders from two different companies. Team leaders rated the teams’ innovative behavior and their own leadership; team members provided information on their personality and their teams’ shared leadership.

Findings

Shared and vertical leadership, but not team composition, was positively associated with the teams’ level of innovative behavior. Vertical transformational and empowering leadership and team composition in terms of integrity were positively related to shared leadership.

Implications

Understanding how organizations can enhance their own innovation is crucial for the organizations’ competitiveness and survival. Furthermore, the increasing prevalence of teams, as work arrangements in organizations, raises the question of how to successfully manage teams. This study suggests that organizations should facilitate shared leadership which has a positive association with innovation.

Originality/Value

This is one of the first studies to provide evidence of the relationship between shared leadership and innovative behavior, an important organizational outcome. In addition, the study explores two important predictors of shared leadership, transformational and empowering leadership, and the team composition in respect to integrity. While researchers and practitioners agree that shared leadership is important, knowledge on its antecedents is still in its infancy.     

Predictors of change in postmerger identification during a merger process: a longitudinal study

Adopting an intergroup perspective, the authors examined predictors of change in postmerger identification throughout a merger. Data were collected over 3 points of measurement from 157 students of a newly merged university. The 1st questionnaire was distributed 4 months after the implementation of the merger; the following 2 were distributed 6 months and 1 year thereafter. With its longitudinal design, this study replicates and extends past results by revealing predictors of change in organizational identification for members of the dominant and subordinate organizations throughout a merger process. As predicted, postmerger identification increased only slowly for members of both the dominant and the subordinate organizations. Multilevel models for change confirmed that the predictive effect of premerger identification on postmerger identification for members of the dominant organization dissipates over time. The effect of in-group typicality unexpectedly varied as a function of organizational membership and was stable over time. Perceived fairness in the merger process positively influenced postmerger identification across members of both organizations; over time the effect of fairness amplified.     

Local and Relational Aspects of Face Distinctiveness

Distinctiveness contributes strongly to the recognition and rejection of faces in memory tasks. In four experiments we examine the role played by local and relational information in the distinctiveness of upright and inverted faces. In all experiments subjects saw one of three versions of a face: original faces, which had been rated as average in distinctiveness in a previous study (Hancock, Burton, & Bruce, 1996), a more distinctive version in which local features had been changed ( D-local ), and a more distinctive version in which relational features had been changed ( D-rel ). An increase in distinctiveness was found for D-local and D-rel faces in Experiment 1 (complete faces) and 3 and 4 (face internals only) when the faces had to be rated in upright presentation, but the distinctiveness of the D-rel faces was reduced much more than that of the D-local versions when the ratings were given to the faces presented upside-down (Experiments 1 and 3). Recognition performance showed a similar pattern: presented upright, both D-local and D-rel revealed higher performance compared to the originals, but in upside-down presentation the D-local versions showed a much stronger distinctiveness advantage. When only internal features of faces were used (Experiments 3 and 4), the D-rel faces lost their advantage over the Original versions in inverted presentation. The results suggest that at least two dimensions of facial information contribute to a face's apparent distinctiveness, but that these sources of information are differentially affected by turning the face upside-down. These findings are in accordance with a face processing model in which face inversion effects occur because a specific type of information processing is disrupted, rather than because of a general disruption of performance.     

Validation de la version française de l'échelle de réflexivité en groupe de Carter et West, 1998

Several studies found reflexivity —the extent to which team discuss objectives, strategies and processes and adapt them to changes— to be related to team efficacy. Two studies were conducted with 80 teams (320 participants) to validate French version of reflexivity scale. In study 1 exploratory factor analysis revealed 3 factors which partly confirms the 2 factor structure (task reflexivity and social reflexivity) expected from the original study (Carter and West, 1998). Two items of the original task reflexivity scale load on a third factor we named strategic reflexivity. The three factor structure was replicated in study 2 with confirmatory factor analysis. Criterion validity is proved by correlations between reflexivity and team performance. Task, social and strategic reflexivity correlate with different aspects of team effectiveness. The French version of reflexivity scale is reliable and appropriate for evaluating team reflexivity.