团队异质性的平衡性对团队创造力的影响

团队异质性的平衡性是指团队中异质性属性的相对分布情况, 是一个从不平衡到平衡的连续谱概念。作为对团队构成维度的补充, 本研究探究其如何通过团队信息深化施加影响于团队创造力。通过对浙江理工大学451名学生的团队实验研究, 得出结论认为：团队知识异质性的平衡性能够积极影响团队创造力, 且团队信息深化在这一过程中起中介作用, 性别异质性的平衡性与团队创造力之间的关系不显著。这一研究结果将有助于打开团队构成和团队创造力研究的新局面。     

团队人格组成、团队过程对团队有效性的作用

由于团队对组织的重要性,团队有效性的研究倍受关注。通过对342个大学生短期团队完成决策任务的研究,旨在探讨团队人格组成与团队中间过程对团队有效性的作用机制。研究以自陈式问卷调查收集数据,采用层次回归与结构方程模型进行统计分析。研究结果表明：团队过程变量（协作、信念、凝聚力）在团队人格组成（外向性、宜人性、神经质）与团队有效性之间起中介作用,横断研究的I-P-O整体模型得到验证     

团队情绪氛围对团队创新绩效的影响机制

基于85个团队的团队领导和475名团队成员的配对数据, 考察了团队情绪氛围、情绪劳动及团队效能感对团队创新绩效的影响机制。结果发现：团队中有两种类型的情绪交换—— 团队情绪氛围是团队内部的情绪交换, 而情绪劳动是团队成员对外的情绪交换。高强度的情绪劳动(高外部情绪交换)具有情绪资源攫取的效果, 削弱了团队积极情绪氛围与团队创新绩效之间的关系; 当团队工作的情绪劳动程度较高时, 团队较低的积极情绪氛围对于团队创新反而有更强的促进作用。团队积极情绪氛围(团队内部的积极情绪交换)对于团队效能感有促进作用。团队情绪氛围与情绪劳动的交互作用以团队效能感为完全中介进而影响团队创新绩效。     

Does positive team mood mediate the relationship between team climate and team performance?

We tested whether the relationship between a team climate of support from the organization and team performance is mediated by positive team mood. Recent research has shown that this team climate facet is related to team performance, but we do not have any empirical evidence about the mechanisms involved in this relationship. The study sample was composed of 59 bank branches, and a longitudinal design with three data-collection points was implemented. The results showed that a team climate of support from the organization was positively related to positive team mood, which in turn was positively related to team members' ratings of team performance.     

虚拟团队学习效能研究:社会认知因素的影响

本研究采用现场研究的方法,对21个虚拟团队学习的效能进行了实证研究。研究对社会认知因素中的效能感和目标取向对虚拟团队学习效能(技能改变、工作任务和团队健康水平)的影响进行了研究,并探讨了对虚拟团队的态度在中间所起的作用。研究发现,虚拟团队效能感和学习取向对虚拟团队的学习效能产生作用,而对虚拟团队学习的态度、团队信任对虚拟团队学习的效能起着中介或直接的作用。     

Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states

The effectiveness of decision-making teams depends largely on the quality of information processing. Prior research has shown that guided team reflexivity and team feedback are important means of advancing team information processing and outcomes. However, the nature of the relationships, and how these relate to team regulatory processes, cognitive emergent states, and ultimately team performance, is currently poorly understood. Drawing on reflexivity and team information-processing theory, we proposed and found that teams that received guided team reflexivity or a combination of both guided reflexivity and feedback showed higher levels of actual reflection than teams that received neither a reflexivity intervention nor feedback. Conditional process analysis showed that the effects of team reflection on team performance improvement were mediated by a path from shared team mental models to shared task mental models and to adaptation. Finally, we also expected that team reflection would be lower in virtual teams than in face-to-face teams. These hypotheses were tested experimentally among 98 student teams that communicated either face-to-face or virtual (via chat) while completing a collective decision-making task. The information distribution among team members constituted a hidden profile. The results supported all our hypotheses, except for the one relating to virtuality.     

Relationships among team ability composition, team mental models, and team performance

This study examined the relationship between the similarity and accuracy of team mental models and compared the extent to which each predicted team performance. The relationship between team ability composition and team mental models was also investigated. Eighty-three dyadic teams worked on a complex skill task in a 2-week training protocol. Results indicated that although similarity and accuracy of team mental models were significantly related, accuracy was a stronger predictor of team performance. In addition, team ability was more strongly related to the accuracy than to the similarity of team mental models and accuracy partially mediated the relationship between team ability and team performance, but similarity did not.     

Team tenure and team performance: A meta-analysis and process model

Team tenure is a key component of models of team effectiveness. However, the nature of the relationship between team tenure and team performance is unclear due to underdeveloped theory on the nature of team tenure, various unintegrated theoretical conceptualizations of team tenure, and mixed empirical findings. Further, there is a lack of theory as to the intervening team processes and emergent states that account for the “black box” of the team tenure–team performance relationship. Accordingly, we conducted meta-analyses of the relationships of team tenure with team processes and performance. Our results, based on 622 effect sizes reported in 169 studies, show that team tenure, conceptualized as additive team tenure, collective team tenure, and team tenure dispersion, is positively related to team performance. Relative weights analysis found additive team tenure to be a relatively more important predictor of team performance than collective team tenure or team tenure dispersion. We found that team cognition, motivational-affective states, and behavioral processes mediate the relationships of additive team tenure, collective team tenure, and team tenure dispersion with team performance, respectively. We discuss the implications of these findings for research and practice.     

Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

The purpose of this study was to clarify the role of team resilience on different facets of effectiveness (team viability and quality of the group experience). Moreover, given the importance of team resilience for the organizational context, it was also our aim to contribute to the study of the conditions that promote team resilience, analyzing the role of transformational leadership. Finally, we examined whether the relationship between transformational leadership and team resilience stimulates positive team outcomes. Ninety teams (445 employees from 40 companies) were surveyed and path analysis was used in the test of the hypotheses. The results showed a positive direct effect of team resilience on both team viability and the quality of the group experience. Moreover, a positive relationship was also identified between transformational leadership and team resilience. Finally, support was found for the mediated effect of team resilience on the relationship between transformational leadership and the dimensions of team effectiveness considered. The findings of this study highlight the role of team resilience as an intervening process between transformational leadership and team effectiveness. Supervisors should promote team resilience, adopting transformational leadership behaviors, in order to contribute to increase team viability and the quality of the group experience.     

Psychological capital as a team phenomenon: Mediating the relationship between learning climate and outcomes at the individual and team levels

Psychological capital is a positive psychological state that influences employees’ behaviors and attitudes. Research has only recently begun to examine the phenomenon as a shared psychological team state. The purpose of this research is to examine the mediating role of team psychological capital in the relationship between learning climate and outcomes at the individual and team levels. The findings, which were carried out among 82 school management teams, indicated a positive relationship between learning climate and the team’s psychological capital, and between the team’s psychological capital and the individual’s job satisfaction and the team’s organizational citizenship behavior (OCB). It was also found that team’s psychological capital mediates the relationship between the team’s learning climate and job satisfaction, and between learning mechanisms and the team’s OCB. The findings might encourage research into psychological capital as a team phenomenon and encourage decision-makers to develop ways of reinforcing psychological capital among teams.     

礼之用,和为贵?和谐管理理论视角下团队亲社会违规氛围对团队绩效的影响

当前关于亲社会违规行为的研究主要集中于个体层面,但实践和理论都表明我们有探究团队亲社会违规氛围的必要性。为此,本研究聚焦于团队亲社会违规氛围这一概念,以和谐管理理论为基础,分别引入团队和谐作为中介变量和团队互依性作为调节变量,探讨团队亲社会违规氛围对团队绩效的影响机制和作用边界。本文以74个团队和334名团队成员为研究对象,通过对三阶段所获取的数据进行分析,结果显示:(1)团队互依性对团队亲社会违规氛围与团队和谐的关系具有调节作用:当团队互依性高时,团队亲社会违规氛围对团队和谐的负向影响更强;(2)团队和谐对团队绩效具有显著的正向影响;(3)团队互依性调节了团队亲社会违规氛围通过团队和谐对团队绩效的间接效应:当团队互依性水平较高时,团队亲社会违规氛围通过团队和谐对团队绩效的负向效应会被增强。本研究证实了团队亲社会违规氛围对团队绩效的作用机制与边界条件,拓宽了亲社会违规行为和团队和谐的相关研究。     

团队学习行为对团队有效性的影响

团队逐渐成为现代企业最基本的工作单元,团队学习水平决定着整个组织学习和适应的能力水平。研究一在杭州的6家企业的多个工作团队中,抽取400名员工,以半结构访谈和问卷调查为研究手段,对团队学习行为的理论结构进行探索性分析和验证性分析;研究二在对30多家企业101个工作团队中500多名员工进行问卷调查,进一步检验团队学习行为对团队绩效的影响效果。研究结果表明,企业中团队成员的学习行为包括两类,即互动性团队学习行为和反思性团队学习行为;互动性团队学习行为对团队有效性具有较好的预测效果,反思性团队学习仅对团队成员满意感具有较好的预测效果,对团队任务绩效则没有预测效果。     

Interpersonal aggression and team effectiveness: The mediating role of team goal commitment

This study examines the detrimental effect that interpersonal aggressive behaviours may have on two dimensions of team effectiveness, namely team performance and team viability. Moreover, this study investigates the mediating role of team goal commitment in these relationships. Data were collected from 97 work teams (341 members and 97 immediate supervisors) working in a public safety organization. The results indicate that interpersonal aggression is negatively related to team performance and team viability. The results also show that team goal commitment exercises a complete mediating role with regard to these relationships. Overall, this study highlights potential negative consequences of interpersonal aggression at the team level.     

Antecedents and Consequences of Creativity in Teams: When and How Leader Humility Promotes Performance via Team Creativity

The antecedents of team creativity and their effects on team task performance are explored in this study, with a particular focus on how leader humility promotes team creativity and when team creativity can be converted into performance. Hypotheses were tested via a multiple-source and time-lagged study with 341 employees and 104 teams from five different organizations in China. The results showed that leader humility promotes team creativity through team creative efficacy, and leader conscientiousness moderates this indirect effect. Furthermore, team creativity is more positively related to team task performance when teams are more future oriented. The theoretical contributions and management significance of these findings are discussed, followed by a discussion of limitations and directions for future research.     

Engaging in distancing tactics among sport fans: effects on self-esteem and emotional responses

The authors examined the effects of distancing tactics on self-esteem and emotions, following a win or loss of one's favorite team. They measured state self-esteem and emotional responses of basketball fans as they exited the sport arena after their team had won or lost an official game. Half of the fans were given the opportunity to increase or decrease their association with the team before the measures of self-esteem and emotions; the remaining fans were given the opportunity after the measures. The fans tended to associate more with the team after team success than after team failure. In addition, self-esteem and positive emotions were higher, and negative emotions lower, when measured after, rather than before, the opportunity to increase or decrease association with the team. Those effects were more pronounced among high-team-identification fans than among low-team-identification fans. The results suggest a distinction between the short- and long-term effects of game outcome on the willingness to associate with one's team. In the short term, willingness to associate with the team may oscillate in accordance with team performance, even among high-team-identification fans; in the long term, only high-team-identification fans may maintain their allegiance to the team.     

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.     

The role of justice in team member satisfaction with the leader and attachment to the team

This study examined the effects of team decision accuracy, team member decision influence, leader consideration behaviors, and justice perceptions on staff members' satisfaction with the leader and attachment to the team in hierarchical decision-making teams. The authors proposed that staff members' justice perceptions would mediate the relationship between (a) team decision accuracy, (b) the amount of influence a staff member has in the team leader's decision, and (c) the leader's consideration behaviors and staff attachment to the team and satisfaction with the leader. The results of an experiment involving 128 participants in a total of 64 teams, who made recommendations to a confederate acting as the team leader, generally support the proposed model.     

When managers and their teams disagree: a longitudinal look at the consequences of differences in perceptions of organizational support

The authors argue that over time the difference between team members' perception of the organizational support received by the team (or team climate for organizational support) and their manager's perception of the organizational support received by the team has an effect on important outcomes and emergent states, such as team performance and team positive and negative affect above and beyond the main effects of climate perceptions themselves. With a longitudinal sample of 179 teams at Time 1 and 154 teams at Time 2, the authors tested their predictions using a combined polynomial regression and response surface analyses approach. The results supported the authors' predictions. When team managers and team members' perceptions of organizational support were high and in agreement, outcomes were maximized. When team managers and team members disagreed, team negative affect increased and team performance and team positive affect decreased. The negative effects of disagreement were most amplified when managers perceived that the team received higher levels of support than did the team itself.     

团队断裂带对团队绩效的影响：团队交互记忆系统的作用

对团队构成与团队绩效关系的认识有助于充分利用团队结构优势、提高团队效能、建立竞争优势。理论界对团队断裂带与团队绩效的关系给予了极大关注, 然而遗憾的是, 研究结果还存在较大分歧。通过明确团队断裂带的属性类别, 探索团队断裂带与团队绩效之间的中介机制, 试图系统解释分歧产生的原因。基于115个实际工作团队配对样本数据的结构方程模型分析表明, 信息相关断裂带通过提高团队交互记忆系统水平促进团队绩效; 社会属性断裂带与团队交互记忆系统或团队绩效都无显著关系。本研究结果有助于深化对团队断裂带内涵及效能机制的认识, 推动团队断裂带理论的发展。     

Psychological Capital,Team Resources and Organizational Citizenship Behavior

The study aimed to examine the impact of team resources – learning values and team leader optimism – as moderating variables affecting the relationship between team psychological capital (PsyCap) and organizational citizenship behavior (OCB), measured as a team outcome. Eighty-two management teams involving 395 participants from educational organizations responded to a quantitative questionnaire. Hierarchical regression analyses confirmed interactive effects of both moderating variables, which serve as positive resources for the team by enhancing the impact of team PsyCap on the willingness of the team to engage in OCB. Team PsyCap functioned as a positive team resource that brings about an environment that induces exhibition of high levels of OCB. This relationship is strengthened when both team learning and team leader’s optimism are high. The findings provide support for the relevance of contingency theories by emphasizing the necessity of certain situational features existing in order to have an impact on organization outcomes. Theoretical and practical implications of the findings are discussed.