共查询到13条相似文献,搜索用时 156 毫秒
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虚拟团队中的信任研究 总被引:3,自引:0,他引:3
信任是从组织行为学领域研究虚拟团队的一个重要课题。与传统组织中的信任相比,虚拟团队中的信任主要是认知或行为定向的;它在最初几次互动的基础上迅速建立起来,并通过随后的沟通行为维持下去,所以沟通行为和沟通内容的特征对虚拟团队中信任的建立和维持有着特殊重要的意义。由于目前研究方法所限,无法确定虚拟团队中信任与绩效的因果关系,但是它们之间存在着密切的相关关系。 相似文献
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团队中信任形成的映象决策机制 总被引:1,自引:0,他引:1
有关团队管理的研究日益注重团队行为过程及其因素并聚焦团队动力机制。其中,团队中信任形成机制成为管理心理学中的前沿领域。以往研究表明,团队成员间的信任模式及其水平是高绩效工作团队的关键条件,团队中信任的形成过程受到成员的个体价值取向、人际交往能力、团队领导风格以及团队共享心理模型特征等诸多因素的影响。而团队信任形成与发展的机制,则仍然是有待深入研究的重要课题。为了进一步研究与分析团队运作机制,以映象理论为基础,采用了实验模拟方法,系统考察团队成员信任的形成过程及其关键特征,深入探索团队成员信任形成的映象决策机制。实验采用团队局域网络模拟方法和被试间因子式设计,分别设置了高目标冲突(个体目标导向)和低目标冲突(团队目标导向)等两种条件。对随机组合的20个团队进行了投资任务的实验模拟与分析,结果表明,团队成员的信任决策是一种映象决策,表现出拒绝阈限。在建立信任关系的过程中,理想映象和当前映象的加工对能力和诚信更加重视,容易导致不信任;而对善意的要求稍宽一些。团队成员在工作任务中对理想映象和当前映象之间进行相容性检验,并作出信任决策判断。在这一动态过程中,相容性知觉起着部分中介作用,形成了映象决策的机制 相似文献
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虚拟团队沟通模式对信任和绩效的作用 总被引:6,自引:0,他引:6
本研究采用资源两难的情景模拟.研究虚拟团队中沟通模式对于团队信任和绩效的作用,120名被试参与了实验。研究发现.虚拟团队在资源两难任务中.沟通模式对信任和绩效的作用均达到显著水平.团队的信任和绩效水平在网络式沟通模式中最高,其次是层级模式,在序列模式中最低,显示了沟通模式在虚拟团队中作用方式。 相似文献
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虚拟团队学习效能研究:社会认知因素的影响 总被引:11,自引:0,他引:11
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。 相似文献
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本文采用情景模拟实验的方法,以大学生为研究对象,通过模拟现实环境中虚拟团队的工作方式,考察了虚拟团队协作过程中个体信任六个因子(风险、利益、实用价值、影响力、兴趣以及努力程度)的发展。实验历时两个月,共进行三次问卷调查,收集了不同阶段各个团队个体信任六个因子变化发展的数据。本研究运用蜘蛛图和平衡秤模型分析了积极团队和消极团队个体信任发展的差异。研究结果表明,在虚拟团队发展的早期,个人利益和兴趣是影响个体信任的主要因子,随着团队任务的进展,实用价值成为后期主要的影响因素之一;在虚拟团队发展早期,成员间可能会发生较为激烈的人际和任务冲突,并对兴趣和努力等因子产生消极的影响;相对于消极团队,积极团队更专注于团队任务,成员更乐于参与团队协作并提高自身的影响力。 相似文献
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Electronic monitoring research has focused predominantly on the reactions of monitored employees and less attention has been paid to the processes that trigger managers' decisions to electronically monitor subordinates. Employing a distributed virtual team simulation, this study examined the effects of dependence, future performance expectations, and propensity to trust on team leaders' decisions to electronically monitor their subordinates. Results indicate that team leaders electronically monitor subordinates more intensely when dependence on subordinates is high or future performance expectations are low. Moreover, team leaders are more likely to monitor in secret when dependence is high or propensity to trust is low. Although team leaders increased their level of electronic monitoring over time, this tendency was stronger when the leader had consistently low performance expectations. 相似文献
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Employees frequently engage in social comparison processes and tend to perceive their own performance as superior compared to that of their peers. We expect this to be particularly salient in virtual teams where employees receive few cues upon which the comparison with other members of their team can be based. With reliance on social comparison and social exchange theory, we propose that such “perceived overperformance” has negative effects on job satisfaction, which is mediated by trust in the team. We confirm this with a sample of field-service employees (n = 753) using structural equation modeling with bootstrapping. We corroborated our findings in focus groups, which suggest the need for performance indicators that are easily communicated to and comprehended by employees to maintain trust and satisfaction. 相似文献
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Merce Mach Simon Dolan Shay Tzafrir 《Journal of Occupational & Organizational Psychology》2010,83(3):771-794
This study examines team performance as affected by various trusting relationships: trust between team members and the team's trust in their direct manager and in top management. Data for the study were collected from a survey of 690 professional elite athletes (belonging to 59 different sports clubs) playing in the regular, top professional Spanish leagues. The model was tested at the team level. Findings reveal that team member trust with respect to the different foci has both a direct and indirect effect on team performance, and that team player trust and cohesion play a mediating role. This study illustrates the dynamic relationship within teams, and, as such, trust among teammates mediates the relationship between trust in the coach as well as team cohesion in determining team performance. The implications for managing teams in other contexts are also evaluated. 相似文献