子团队:形成、类型、中间过程及影响

子团队是指在团队断裂带作用下而形成的一种集合体,它是对团队多样化深入探讨后所产生的结果,并已经逐渐成为团队研究的热点。从子团队的定义出发,对子团队的形成基础、类型、作用于绩效的过程变量、对团队结果的影响以及伴随这些环节的调节因素进行论述,并在此基础之上建构了子团队研究框架图。最后提出未来的研究应该对领导、情感、国家背景、社会网络和子团队测度在子团队研究中所扮演的角色做进一步的探索。     

人际情绪调节：过程和动机

人际情绪调节在日常生活中无处不在,人们有时试图改变他人的情绪,有时则寻求他人来改变自身的情绪。目前越来越多的研究者开始关注人际情绪调节主题。本文对人际情绪调节的研究脉络进行梳理,从人际情绪调节的概念框架、人际情绪调节的过程以及人际调节的动机等三个方面综述该领域的研究,在现有研究框架的基础上,构建出人际情绪调节的四阶段过程模型和2×2动机模型。最后提出未来可能的多个研究方向,如人际情绪调节的内部细节和外部边界、人际情绪调节的跨文化比较以及科技发展对人际情绪调节的影响等。     

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。     

组织认同对中小学教师知识共享的影响——团队认同和关系冲突的作用研究

基于社会认同理论和人际冲突理论相结合的视角,通过对20所中小学校的1342名教师的问卷调查,考察了团队认同在中小学教师组织认同与知识共享关系中的中介作用以及关系冲突对该关系的调节作用。数据分析结果表明：中小学教师组织认同显著正向影响知识共享,团队认同在组织认同与知识共享之间起着部分中介作用,关系冲突显著调节组织认同通过团队认同影响知识共享的间接效应,在低关系冲突的条件下,团队认同在组织认同影响知识共享过程中的中介作用显著,但在高关系冲突的条件下,团队认同的中介作用不明显。     

原因调节与反应调节的情绪变化过程

采用生理心理实验法研究忽视、抑制、重视、宣泄等方式调节负情绪的情绪变化过程,发现忽视有效减弱了主观感受和表情行为,并引起R-R问期更大的增加;抑制不能减弱主观感受,并引起手指脉搏血容振幅更大的增幅;重视增强了主观感受;宣泄增强了主观感受,并相对地减弱了生理激活水平。研究表明原因调节可以更有效地调整负情绪主观感受,反应调节使负情绪成分变化出现“水压模型”式循环动力特点;情绪调节过程实现着情绪在心理适应中的促进(或阻碍)作用。     

如何消除子团队的消极作用——子团队成员交换的作用

本文探究子团队层面的团队构成动态变化, 即子团队成员交换是否有助于消除子团队的消极影响。本文将存在两个平衡的以认同为基础的子团队的团队作为研究对象, 试图通过实验的研究方法来探讨子团队成员交换是否能够消除子团队对团队的消极影响。通过对75组子团队进行实验后发现: (1)相较于无子团队成员交换的团队, 有子团队成员交换的团队其团队信息深化及团队决策质量更佳; (2)团队信息深化在子团队成员交换与团队决策质量关系间呈中介作用。     

吸烟利弊权衡对戒烟计划的预测作用：一个有调节的中介模型

考察吸烟利弊权衡对戒烟计划的预测,以及戒烟意愿的中介作用和未来取向的调节作用。对340名吸烟者进行问卷调查结果的统计分析发现：（1）吸烟利弊权衡显著正向预测戒烟计划;（2）戒烟意愿对吸烟利弊权衡和戒烟计划的关系起完全中介作用;（3）未来取向负向调节吸烟利弊权衡和戒烟计划的关系,但对吸烟利弊权衡和戒烟意愿关系的调节不显著。这些结果说明,吸烟者戒烟计划发展经历前决策和前行动阶段,且该过程受未来取向的调节。     

诱发负性情绪时人际情绪调节与个体情绪调节对前瞻记忆的影响

依据在情绪调节过程中大量存在的人际互动现象,首次明确提出人际情绪调节概念,并采用以前瞻记忆成绩为因变量的前后衔接、递进的两阶段实验模式研究其与个体情绪调节对缓解负性情绪影响的差异。结果表明：诱发的负性情绪会干扰双任务前瞻记忆;在高认知负载情境下,人际情绪调节对这种干扰的调节效果显著优于个体情绪调节。这说明从理论上确认人际情绪调节概念具有合理性,从实证上探讨了这种调节方式可能更有效地调节负性情绪对认知资源的占用,从而有助于扩展情绪调节领域的研究视角,并推进对其作用机制的研究     

情绪调节灵活性的研究进展

情绪调节是个体适应现实的主要方式之一。由于情境和策略均会影响情绪调节效果,近期研究不仅关注个体在特定情境下使用特定的情绪调节策略,而且更加关注个体在变化情境下灵活地使用不同的情绪调节策略,即强调情绪调节灵活性的作用。基于情绪调节灵活性是个体随着情境的改变而同步改变策略,本文提出了情境改变、策略改变以及情境和策略的同步改变三个要素,介绍了情绪调节灵活性的三水平模型和三成分模型,区分了情绪调节灵活性的三类研究范式,讨论了情绪调节灵活性及其适应性,并指出了未来值得关注的研究方向。     

自动情绪调节的神经机制及其可塑性

自动情绪调节无需意识决定、注意加工及有意控制, 改变着情绪轨迹。迄今为止, 研究仅限于证实其确能低耗高效地改变情绪过程, 尚未对其如何改变情绪过程进行研究。以自动情绪调节的神经机制作为研究对象具有可操作性, 可从行为和心理生理层面, 对自动情绪调节改变情绪过程的机制进行实验研究。研究问题包括：1)通过EEG技术检验自动情绪调节是否影响预备阶段行为反应倾向; 2)自动情绪调节对注意的注意觉醒、注意朝向和注意执行三个阶段的作用机制; 3)自动情绪调节对评价和反应的作用机制; 4)自动情绪调节的可塑性在脑活动上的体现。最终确定自动情绪调节的加工规律, 构建其预备-注意-评价-反应模型, 并为有效控制情绪紊乱和研究出高效的情绪调节干预方案提供理论和实证依据。     

子团队的结构与情感对团队创造力的影响

为细化现有团队研究,着眼于子团队并结合团队同质情感,挖掘了团队中的子团队平衡性、团队情感与团队创造力关系。通过对某高校333名学生的团队实验研究,得出主要结论认为：团队中子团队的平衡性与团队情感对影响团队创造存在交互作用,具有积极情感且子团队平衡的团队创造力更高。当子团队不平衡时,情感积极团队会比中性情感下的团队有更大的创造力波动性。     

工作狂领导对团队绩效的双刃剑作用机制

随着行业竞争压力的加剧, 工作狂领导在职场中愈发普遍。然而对于工作狂领导在组织中的有效性, 无论是在实践界还是在学术界都尚存争议。鉴于此, 本研究基于社会信息加工理论, 分析工作狂领导对团队绩效的双刃剑作用机制。通过对某物业管理服务公司进行多时点、多来源的问卷调查, 研究结果表明：一方面, 工作狂领导会提升团队工作卷入, 促进团队绩效; 另一方面, 工作狂领导也会引发团队消极情绪, 损害团队绩效表现; 团队工作重要性能有效缓解工作狂领导对团队绩效的消极作用, 同时促进其积极作用。以上研究发现有助于辨证理解工作狂领导有效性, 为组织培育管理人才提供有益借鉴。     

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。     

Fostering innovation in functionally diverse teams: The two faces of transformational leadership

Empirical research on the effects of functional diversity on team innovation has yielded largely inconsistent results, showing positive, negative, as well as nonsignificant effects. For capitalizing on the positive potential inherent in functionally diverse teams, opening the black box between cross-functionality and team innovation by analysing mediating and moderating processes thus seems to be highly relevant. In this article, task and relationship conflicts are introduced as mediators of functional diversity and team innovation. Within this framework, transformational leadership is discussed as a moderator. It will become apparent that the role of transformational leadership in fostering the innovativeness of cross-functional teams is rather ambiguous. The discussed mediators and the moderator transformational leadership are integrated into a comprehensive framework and propositions for future research are derived.     

Members Matter in Team Training: Multilevel and Longitudinal Relationships Between Goal Orientation,Self‐Regulation,and Team Outcomes

Longitudinal data from 338 individuals across 64 teams in a simulation‐based team‐training context were used to examine the effects of dispositional goal orientation on self‐regulated learning (self‐efficacy and metacognition). Team goal orientation compositions, as reflected by average goal orientations of team members, were examined for moderating effects on these individual‐level relationships. Finally, individual‐level self‐regulation was investigated for its influence on multiple team‐level outcomes across time. Results showed generally positive effects of learning goal orientation and negative effects of avoid performance and prove performance goal orientations on rates of self‐regulation during team training. However, several of these individual‐level relationships were moderated by team goal orientation composition. The importance of self‐regulation in teams was displayed by results showing the average level of self‐regulation among a team's members over time was positively associated with team efficacy, team cooperation quality, and team decision making.     

Guanxi networks and members' effectiveness in Chinese work teams: Mediating effects of trust networks

The present study examined 33 teams with a total of 206 team members (excluding team leaders) to explore the effects of intrateam guanxi and trust networks on individual effectiveness in Taiwan. Guanxi networks included non-job, departmental and past team networks, while trust networks included affective and cognitive trust networks. Results showed that: (i) guanxi networks could better explain members' effectiveness compared with relational demography, and different guanxi networks had different effects; (ii) the more central an individual's position was in the cognitive trust network, the higher the individual's effectiveness; (iii) the past team guanxi network of a team member displayed a positive effect on the centrality of cognitive trust network, while non-job and departmental guanxi networks showed negative effects; and (iv) the effects of members' guanxi networks on individual effectiveness were mediated by the centrality of trust networks.     

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.     

团队中帮助行为的多水平整合模型

团队中帮助行为包含团队成员个体帮助行为, 成员-成员的人际帮助, 以及团队帮助行为。既有研究聚焦于团队中个体帮助行为的积极作用, 忽视了施助者与受助者之间的二元关系影响、以团队为研究层级的帮助行为机理及团队中不同层级间的影响效应研究。研究提出团队中帮助行为的多水平整合理论模型框架, 认为未来研究应进一步探讨团队帮助行为的涌现溢出机制及团队中帮助行为可能存在的负面效应的内在心理机制。