Age and management team performance

One hundred eighty male managers participated as age-homogeneous 4-person teams in a validated all-day decision-making simulation. Fifteen teams consisted of 28- to 35-year-old participants (young), 15 teams were in the 45-55 age range (middle-aged), and 15 teams consisted of 65- to 75-year-old (older) persons. More than 40 objective performance measures (loading on 12-15 factors) were calculated on the basis of team decision making, planning, and other indicators. Performance by young and middle-aged teams was generally similar. Older teams made fewer decisions and were less strategic and less responsive to incoming information. Their overview of the task was less broad; action diversity and information search was reduced. However, older teams used opportunities and handled a simulated emergency as effectively as their younger and middle-aged counterparts. Alternative explanations for the obtained differences are presented.     

The bigger they are, the harder they fall: Linking team power, team conflict, and performance

Across two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both studies, higher levels of process conflict present in high-power teams explain this effect fully. In our second study, we show that team interpersonal power congruence (i.e., the degree to which team members’ self-views of their individual power within the team align with the perceptions of their other team members) ameliorates the relationship between team power and process conflict, such that when team interpersonal power congruence is high, high-power teams are less likely to experience performance-detracting process conflict.     

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.     

Information elaboration and team performance: Examining the psychological origins and environmental contingencies

Information elaboration enables functionally diverse teams to transform their breadth of knowledge resources into actionable solutions to complex problems. The current study advances information elaboration theory and research in two ways. First, we identify how team ability and social motivation composition characteristics provide the psychological origins of complex information processing efforts. Second, we identify environmental turbulence as an important boundary condition, clarifying when information elaboration benefits team performance and when it does not. These ideas were tested in a sample of 4-person self-managed teams (N = 68) which were functionally diverse and performed a cooperative strategic decision-making task. Results indicate that cognitive ability equips teams with the “can do” ability for complex elaboration efforts through emergent team mental models, whereas low preferences for self-reliance provide the “will do” motivation for in-depth information exchange through collective leadership. In turn, teams benefited from information elaboration in turbulent but not stable environments.     

Adaptive behaviours of attacking futsal teams to opposition defensive formations

This study evaluated tendencies towards flexibility/stability of coordinated behaviours in international futsal teams, considered as complex collective systems, according to changes in opposition defensive formations. Six games of two international futsal teams (Spain and Portugal) were selected for Social Network Analysis to capture the coordination tendencies that emerge in the tactical behaviours of players when performing against different defensive formations. Ball trajectories in each offensive pattern of play were notated in an adjacency matrix where each entry accounted for the linkages between 12 spatial field areas. Each offensive play was coded according to the defensive formation of an opposing team (i.e. conservative or risky formation). Results revealed similar network properties between teams when competing against more risky defensive formations, while notable differences were observed against conservative defences. Effect of defensive formation of opponents on macro network properties was observed in both the Portuguese and Spanish teams. At a meso-level, only the Spanish national team exhibited notable changes, suggesting a greater level of adaptability to unfolding performance events. The observed flexibility in tactical behaviours of the Spanish team appeared to express their greater expertise levels.     

Taking the reins: the effects of new leader status and leadership style on team performance

New leaders face a challenging task when they take charge of their teams. They have to determine how best to guide the work process, and they must understand how their behaviors will affect the members of their team. This research examines how a newly assigned team leader's status moderates subordinates' reactions to different leadership styles to affect assessments of the leader's self-confidence and effectiveness, and how this impacts team performance. Across 2 experimental studies, results demonstrate that low-status leaders are rated as more effective when they use a directive style, whereas high-status leaders are viewed as more effective when they use a participative style, and this relationship is mediated by perceptions of self-confidence. In addition, teams whose leaders are viewed more favorably perform better on a complex group task. These findings imply that low-status individuals are able to enhance their level of personal power by drawing on whatever positional power they hold, whereas high-status individuals are better off relying solely on their personal power to influence others. This research also provides a clear demonstration that assessments of new leaders' behaviors are subject to an appraisal that is clouded by observers' status perceptions and attributions.     

Do you see what I see? The effect of members’ cognitive styles on team processes and errors in task execution

This research investigates the effect of members’ cognitive styles on team processes that affect errors in execution tasks. In two laboratory studies, we investigated how a team’s composition (members’ cognitive styles related to object and spatial visualization) affects the team’s strategic focus and strategic consensus, and how those affect the team’s commission of errors. Study 1, conducted with 70 dyads performing a navigation and identification task, established that teams high in spatial visualization are more process-focused than teams high in object visualization. Process focus, which pertains to a team’s attention to the details of conducting a task, is associated with fewer errors. Study 2, conducted with 64 teams performing a building task, established that heterogeneity in cognitive style is negatively associated with the formation of a strategic consensus, which has a direct and mediating relationship with errors.     

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

This longitudinal study used data from 91 self-managed teams (456 individuals, 60 nationalities) to examine the interactive effects of a team’s task (“workflow”) network structure and its cultural diversity (as indexed by nationality) on the team’s “potency” (i.e., the team’s confidence in its ability to perform) and its performance (as rated by expert judges). We found that whereas the emergence of dense task networks enhanced team potency it was the emergence of (moderately) centralized task networks that facilitated team performance. These varied structural effects, moreover, were themselves contingent on team composition: the more culturally diverse a team, the more pronounced were the positive effects of network density on team potency and the higher the level of network centralization required for optimal team performance. The success of a team appears to hinge on the interplay between network structure and team composition.     

The role of formal information sharing in key account team effectiveness: does informal control matter and when

Team selling is a useful approach for retaining strategically important accounts in business-to-business markets. For key account sales teams, ensuring adequate access to information about customer needs offers sustainable competitive advantages. However, the internal alignment of market information remains a recurring managerial issue in key account team selling. This study develops a moderated mediation model to identify management strategies that encourage team members' formal information sharing, which in turn improves team effectiveness. Analysis of a multilevel data set comprising 37 fluid key account teams reveals that customer orientation and task interdependence increase formal information sharing among team members. Managers' exercise of professional control strengthens the positive impact that formal information sharing has on team satisfaction. However, the practice has a dysfunctional influence on the positive effect of task interdependence on formal information sharing. Firms with key account management (KAM) programs must decide whether the marginal benefits attained by advocating such professional control outweigh the possible drawbacks.     

Bullying and harassment at work and their relationships to work environment quality: An exploratory study

Team-based working has become a popular model of work organization. One of the expected yields of working in teams is collective learning. As team members work closely together they are likely to exchange information, which can enhance learning. One of the processes that may facilitate team learning is team conflict. In this study, 471 respondents, working in 84 teams in 38 organizations, indicated their perceptions of task conflict, relationship conflict, team learning, and their rating of the performance of the team. Task conflict was not related to team learning but was negatively related to the team members' rating of team performance. As was hypothesized, relationship conflict negatively affected team learning. Importantly, team learning was a strong predictor of the perceived team performance and partially mediated the relation between relationship conflict and performance.     

Building team adaptive capacity: the roles of sensegiving and team composition

The current study draws on motivated information processing in groups theory to propose that leadership functions and composition characteristics provide teams with the epistemic and social motivation needed for collective information processing and strategy adaptation. Three-person teams performed a city management decision-making simulation (N=74 teams; 222 individuals). Teams first managed a simulated city that was newly formed and required growth strategies and were then abruptly switched to a second simulated city that was established and required revitalization strategies. Consistent with hypotheses, external sensegiving and team composition enabled distinct aspects of collective information processing. Sensegiving prompted the emergence of team strategy mental models (i.e., cognitive information processing); psychological collectivism facilitated information sharing (i.e., behavioral information processing); and cognitive ability provided the capacity for both the cognitive and behavioral aspects of collective information processing. In turn, team mental models and information sharing enabled reactive strategy adaptation.     

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.     

Team Mental Models,Team Goal Orientations,and Information Elaboration,Predicting Team Creative Performance

This study aimed to enhance understanding of team creativity by investigating the type of team mental models that team members develop during their work on a creative problem solving task. We hypothesized that teams that develop dissimilar team mental models, compared to similar and complementary team mental models, will achieve a higher information elaboration. This effect will be moderated by the development of a high learning-performance team goal orientation. Information elaboration in turn was hypothesized to predict team creative performance. In a 3 (similar/dissimilar/complementary team mental models) × 3 (learning/performance/learning-performance goal orientation) experimental study on a sample of 33 teams (N = 98) we found that teams that developed more dissimilar team mental models and experienced a learning-performance goal orientation intervention engaged in more information elaboration. Information elaboration, in turn, mediated the relationship between the interaction between team mental models and team goal orientations and team creative performance. Implications for research on team mental models and team creativity are discussed.     

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.     

Managing information overload in virtual teams: Effects of a structured online team adaptation on cognition and performance

Information overload (IO) indicates the exchange of too much low-quality information in virtual teams. When being overloaded with information, teams need to adapt and to change communication behaviour. This study introduces and tests a structured online team adaptation (STROTA) procedure that enables virtual teams to reduce IO by improving their team mental model quality. STROTA, built from team adaptation models, is a moderated intervention consisting of three stages: (1) individual situation awareness, (2) team situation awareness, and (3) plan formulation. STROTA was tested in the context of an experimental problem-solving task. Participants (N = 363) worked in virtual teams of three and were randomly assigned to one of four experimental conditions: no STROTA, incomplete STROTA (step 1, steps 1–2), and complete STROTA (steps 1–2–3). We found teams that followed a complete STROTA procedure experienced lessened IO over time. Teams with complete STROTA showed the largest development of TMM immediately after STROTA. Finally, multilevel mediation analyses showed that TMM are mediators that explain the influence of STROTA on IO.     

Discriminative game-related statistics between basketball starters and nonstarters when related to team quality and game outcome

The aim of the present paper was to examine the differences in game-related statistics between basketball players who are selected for the starting five of the team (starters) and those who are not (nonstarters) when related to game outcome (winning and losing) and team quality (best teams, teams classified for the playoffs; and worst teams, teams who miss playoff classification). Archival data were gathered for all 2002-2003 regular season games from the Portuguese Professional League (N = 156). Discriminant analysis was used to identify the game-related statistics that differentiate between starters and nonstarters and interpreted by the examination of the structure coefficients (SC). When the best teams won the games, results described differences between starters and nonstarters with an emphasis on defensive rebounds (SC = .32), assists (SC = .32) and committed fouls (SC = -.68). When the worst teams won the games, results described differences between starters and nonstarters with an emphasis on 2-point field goals successful (SC = .47) and unsuccessful (SC = .48), defensive rebounds (SC =.39), successful free throws (SC =.32), and committed fouls (SC = -.55). An also important finding was that, in best teams, the nonstarters' performance was worse in the games that the team lost, whereas in worst teams, it was the starters' performance that was worse in the games that the team lost.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

团队决策及其影响因素

随着组织结构的变化,团队决策为越来越多的组织所采用。该文将团队决策的研究范式概括为以下四类：社会决策图式（social decision scheme, SDS）、信息取样模型（information sampling model）、项目排序任务（ranking item task）团队以及组织中以安全优先的团队（safety priority team）;并从影响团队决策的因素,提高团队决策质量的策略等角度分别对四类团队决策的研究进行探讨,在此基础上本文对未来研究进行了展望     

Profile of high-performing college soccer teams: An exploratory multi-level analysis

ObjectiveTo determine the profile of high-performing college soccer teams through the use of exploratory hierarchical linear modeling (HLM) based on a socio-cognitive approach.DesignA correlational design was employed in this study. The sample consisted of 340 college soccer players of both genders (178 female and 162 male), representing 17 different teams (8 female and 9 male) ranked in the top-32 of the National Association of Intercollegiate Athletics (NAIA).MethodsNumerous demographic and soccer-related variables represented level-1 in the HLM model. Group Environment Questionnaire and Team Assessment Diagnostic Measure were entered as level-2 variables, representing cohesion and team mental models, respectively. Perceived performance potential (PPP) served as the dependent variable. Objective performance scores were correlated with PPP, attesting a moderate to high-level of criterion related validity (r = .78).ResultsThe final model suggested that: (a) International athletes perceive their performance lower than others, (b) different field positions share different covariance coefficients with PPP, and (c) perception of social cohesion from a group, rather than individual, standpoint is positively associated with perceptions of team performance.ConclusionsHigh performing teams have clearly defined task-related and team-related goals. Accordingly, social rather than task related factors may represent a competitive edge, further energizing the interactions and performance of top-ranked teams. International athletes perceive team performance lower than locals, perhaps due to differences in preferred game-style and acculturation experiences. Players from different field positions (i.e., goalkeepers, defensive, and offensive players) relate differently to team performance in college soccer.     

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。