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。     

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。     

自我验证与人际一致性：团队多样性利用的新视角

全球化背景下组织构成正日趋多样化, 有效利用团队多样性的价值是组织成功的关键。以往的研究基于自我类化理论认为消除多样性负面效应的方法是追求高阶的群体认同。本文采用自我验证的视角, 提出团队成员的个人自我认知和社会自我认知得到他人验证能够促进人际一致性, 增强个体对群体的情感联结, 并可以最大化地发挥多样性的正面效应, 提升决策质量和团队效能。此外, 当团队分裂为小团体、联盟体和共同体等三种不同的亚群体类型时, 自我验证过程将呈现出不同的动态, 团队领导者需要采取针对性的领导方式来帮助成员获得自我验证的信息。     

团队领导行为对团队效能影响之研究

对修订的团队领导行为量表和自编的团队效能量表进行了信效度检验,并在此基础上探讨了团队领导行为对团队效能的影响情况。结果表明修订的中文版团队领导行为量表具有良好的结构效度和信度,可分为动机激励、魅力领导、挑战陈规和个别关怀四个维度;团队效能量表同样具有良好的结构效度和信度,可分为任务绩效和周边绩效两个维度。路径分析和多元线性回归分析的结果表明,转换型团队领导行为对周边绩效的影响显著高于对任务绩效的影响;转换型团队领导行为中动机激励、魅力领导和个别关怀这三个维度对团队效能影响显著,而挑战陈规这一维度对团队效能的影响并不显著。     

成就目标导向、团队绩效控制对员工创造力的跨层次影响

成就目标导向在团队绩效控制情境下能否有效预测员工创造力是个值得关注的话题。以研发团队为研究对象, 运用线性阶层模型考察了三者间的跨层次关系。结果发现, 低绩效控制下, 精熟目标导向、表现–趋近导向对创造力有正向影响, 表现-回避导向有负向影响; 高绩效控制下, 精熟导向对创造力有“S型”非线性影响, 表现-回避导向有正向影响。结果表明, 高精熟目标导向在高绩效控制情境下抑制员工创造力, 而表现导向也并非总是与缺乏创造力联系起来, 提高表现-回避导向个体的绩效控制程度或者降低表现-趋近导向个体的绩效控制程度同样可以促进创造力。启示在于, 管理者不仅应关注成就导向的个体差异, 更应重视构建相应的绩效控制情境, 从二者交互作用出发激活员工创造力。     

团队心智模型相似性与正确性对团队创造力的影响

现代组织越来越依赖团队进行创造与创新活动, 团队创造力成为理论与实践共同关注的热点问题。最新理论指出, 与个体类似, 团队也是信息加工者, 团队决策实质上也是信息搜寻、编码、存储和提取的认知加工过程。从团队认知角度开展研究是团队创造力领域的新方向。鉴于此, 本研究从团队认知的角度出发, 探讨共享心智模型与团队创造力之间的关系。基于80个信息平台运行维护团队的数据, 研究结果表明, 心智模型的相似性与正确性均能影响团队创造力, 但方向正好相反。心智模型相似性负向预测团队创造力, 而心智模型正确性则正向预测团队创造力。两者还共同影响团队创造力, 当成员心智模型正确性高且相似性低时, 团队创造力最高; 而当成员心智模型彼此相似但错误时, 团队创造力最差。本研究首次将团队认知和团队创造力两个研究领域结合起来, 研究结果有望丰富和拓展两个领域研究成果。     

基于IPO模型的团队多样性-冲突-绩效权变模型的元分析

本文建立基于IPO模型的团队多样性-冲突-绩效的权变模型。通过对国内外的112篇实证文章（n=9263）进行元分析,本文定量地梳理近年来团队多样性-团队冲突-团队绩效之间关系的研究文献,并重点考察团队冲突与团队绩效之间的调节变量。元分析结果发现：团队深层多样性是引起团队冲突的重要因素,表层多样性并不会显著增加团队冲突;与美国的研究不同,中国情境下任务冲突将显著降低团队绩效;被试类型、回收率、团队规模和团队冲突的不对称感知等变量调节团队冲突与团队绩效之间的关系。     

满招损,谦受益:团队沟通视角下谦卑型领导行为对团队创造力的影响

谦卑型领导行为是近年来新兴的领导力理论,团队创造力也一直是学界和实践界关注的焦点,但是目前缺乏深入探讨二者关系的研究。本文基于团队沟通视角,研究了谦卑型领导行为对团队创造力的影响机制及其发挥作用的边界条件。对76位团队领导和342位团队成员的匹配数据进行分析后,结果显示:谦卑型领导行为对团队创造力有积极影响;团队成员之间横向的深度沟通以及团队成员与团队领导之间纵向的反馈沟通共同中介了这一影响过程;此外,团队认知多样性是影响谦卑型领导行为发挥作用的重要边界条件,在高团队认知多样性的情境中,谦卑型领导行为通过团队沟通过程对团队创造力的积极影响更加显著。     

教导何以有方？教师辩证反馈对大学生团队创造力的作用机制

采用实地问卷调查和纵向现场实验相结合的研究方法,从社会信息加工理论视角探讨了教师辩证反馈对大学生团队创造力的作用机制。结果发现:教师辩证反馈与团队创造力呈正相关关系;团队信息深加工中介了教师辩证反馈对团队创造力的影响;精熟氛围在教师辩证反馈与团队信息深加工关系间起正向调节作用,而绩效氛围在二者间起负向调节作用;教师辩证反馈能够通过团队信息深加工对团队创造力产生有条件的、正向的间接影响,当精熟氛围水平高、绩效氛围水平低时,教师辩证反馈对团队创造力的间接促进作用更为显著。研究从理论上提出教师辩证反馈并实证探索其对团队创造力的作用机制,从团队创新层面上丰富和深化了“教育与发展”这一经典理论范畴,并为促进大学生团队创造力发展提供了实践启示。     

模拟情境中工作团队成员互动过程的初步研究及其测量

团队已经成为当今许多组织中的主要工作方式。已有文献虽然表明工作团队成员之间的互动对于团队工作绩效有显著的影响,但却缺乏测量团队成员互动的量表。本研究在了解影响团队绩效的互动因素基础上,编制出一个测量工作团队互动过程的量表。该测验将团队互动分为结构和人际两个维度,分别包括五个和四个题目。测验具有很好的信度和效度,符合心理测量学的标准,可用作测量团队互动的工具。     

Unlocking the effects of gender faultlines on team creativity: is activation the key?

The purpose of this study was to use faultline theory to examine the effects of gender diversity on team creativity. Results from 80 teams working on an idea generation task indicated that the activation of gender faultlines negatively affected the number and overall creativity of ideas. However, gender faultlines that were not activated had no effect. Results also indicated that the relationship between activated gender faultlines and team creativity was partially mediated by the level of conflict within the team. Specifically, emotional conflict partially mediated the effects of activated gender faultlines on the number of ideas generated. Implications are discussed, as well as possible limitations and directions for future research.     

To believe or not to believe? The joint impact of faultlines and pro-diversity beliefs on diplomats’ performance

Diversity faultlines can have a detrimental impact on team performance. To test whether this impact depends on leaders’ and members’ pro-diversity beliefs, we examined 41 leaders and 219 members of teams working for the German Ministry of Foreign Affairs. Findings indicated that the negative impact of diversity faultlines on team performance was weakest when leaders and members held strong pro-diversity beliefs. However, we did not find support for the assumed two-way interactions between faultline strength and leaders’ or members’ pro-diversity beliefs or the mediating effect of Leader-Member Exchange. Our results highlight the joint impact of leaders’ and members’ pro-diversity beliefs for attenuating the negative consequences of diversity faultlines on team performance.     

The effects of alignments: examining group faultlines, organizational cultures, and performance

By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.     

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。     

That’s not my place: The interacting effects of faultlines,subgroup size,and social competence on social loafing behaviour in work groups

Taking a social relations approach to team diversity, we propose that faultlines—hypothetical dividing lines that split a team into relatively homogeneous subgroups—impact the team members’ propensity to exhibit social loafing behaviour. We further propose that this individual-level reaction to the faultline structure of the team can differ among team members, depending on the size of their subgroup and on their individual social competence. We tested the assumptions with a sample of real teams working on an intellective task during which social loafing behaviour was video-coded. In partial support of the hypotheses, generalized mixed models revealed that social loafing behaviour was most common for team members who were part of a team with strong faultlines, who belonged to the larger subgroup in their team, and who exhibited low levels of social competence. The results therefore highlight the benefits of taking a multilevel approach to the effects of faultlines.     

群体断层激活及负面效应涌现：熙宁变法缘何从志同道合走向四分五裂？

群体断层构念与决定组织变革成败的高管团队多重人际交互及其演进表征十分契合。但群体断层因为什么而激活?激活了的群体断层是如何影响高管团队的群体过程及组织绩效产出?这些问题亟需实证性的探索和检验。本研究基于《王安石年谱长编》,辅以《宋史》及后人相关专题研究,采用质性研究中的扎根理论方法,以王安石越次入对宋神宗到王安石第二次罢相为观察窗口期,对此期间与他存在密切交互关系的52个关键人物的交互过程、交互结果及成因进行了编码分析。结果发现：(1)群体断层激活及负面效应涌现能完美解释熙宁变法的演进过程及最终的失败;(2)关键岗位人员王安石人际交互风格的不同构面是激活熙宁变法中不同群体断层的主要变量;(3)王安石与直接上级宋神宗、本位群体变法新晋和他位群体同朝老臣之间交互的聚散性,决定了活化的群体断层效应正负及交互演进表征,进而决定了熙宁变法的失败。本研究为群体断层激活变量的识别及不同群体断层在同一时空下的叠加效应提供了新的洞见,同时为组织变革及高管团队多样性的管理提供了实证资鉴和理论指导。     

Cross‐level interactions of individual trait positive affect,group trait positive affect,and group positive affect diversity

The purpose of the current study is to examine the cross‐level three‐way interactions among individual trait positive affect (PA), group trait PA, and group PA diversity on individual work outcomes. Drawing on situation strength theory, we hypothesized that the relationship of individual trait PA with work outcomes depends on the strength of a group's affective contexts including group trait PA and PA diversity. The hierarchical linear modelling results for 261 employees in 42 South Korean organizational teams showed that individuals' trait PA was positively associated with their team commitment, job satisfaction, and organizational citizenship behaviour (OCB). The findings also demonstrated that individual trait PA had the strongest relationship with team commitment when group trait PA was low and PA diversity was high simultaneously. In addition, the relationship between individual trait PA and OCB was found to be stronger for affectively diverse groups than for homogeneous groups.     

Bridging team faultlines by combining task role assignment and goal structure strategies

This study tests whether the detrimental effects of strong diversity faultlines on team performance can be counteracted by combining 2 managerial strategies: task role crosscutting and superordinate goals. We conducted a 2 (crosscut vs. aligned roles) × 2 (superordinate vs. subgroup goals) experimental study. Seventy-two 4-person teams with faultlines stemming from gender and educational major performed a complex decision-making task. The results show that teams with crosscut roles perform better when they are assigned a superordinate goal than a subgroup goal, whereas teams with aligned roles are not affected by goal manipulations. This effect is mediated by elaboration of task-relevant information. Implications for theory and management of team faultlines are discussed.     

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。