The effects of situational goal orientation and cultural learning values on team performance and adaptation to change

In this paper, we examine the unique effects of situational goal orientation and cultural learning values on team adaptation to change and the moderating role of cultural learning values in the relationship between goal orientation and team performance and adaptation. To do this, we conducted an experiment using a 2 × 2 × 2 repeated-measures factorial design, consisting of high and low levels of learning values, situational goal orientation (i.e., learning goals and performance goals). The experimental task involved two phases: we looked at team performance in Phase 1 and team adaptation to change in Phase 2. Forty 3-person teams were randomly assigned to four experimental conditions and all teams engaged in a complex bridge-planning task. Performance was measured in terms of the quality of the planned bridge. Results showed independent effects of situational goal orientation and cultural learning values on team performance and adaptation to change. Cultural learning values also moderated the relationship between goal orientation and performance and adaptation to change. Finally, the combination of learning goals and high learning values resulted in the highest levels of initial team performance (Phase 1) and adaptation to change and improved performance (Phase 2), as compared to all other examined conditions.     

Team-level goal orientation: an emergent state and its relationships with team inputs,process, and outcomes

Building on recent efforts to extend the concept of goal orientation to teams, we identify team-level goal orientation as an emergent state, distinct from static trait goal orientations of team members. We reinforce this distinction by developing and testing hypotheses about team inputs, processes, and outcomes as determinants of the development of team goal orientation over time. We test our hypotheses with longitudinal data from 230 participants on 64 teams engaged in a management simulation. We find that team members’ trait goal orientations affect the team’s state goal orientation, but only in the early stages of team functioning. Team process and interim outcomes drive changes in team state goal orientation.     

Dispositional and situational goal orientations as discriminators among recreational and competitive league athletes.

The present study examined the relationship between individual goal orientation, motivational team climate, perceived sport competence, and league structure among 216 youth soccer players. It was predicted that competitive league teams would report higher ego-involvement and performance-oriented team climate and lower sport competence than recreational teams. Discriminant analyses indicated that only the mastery-oriented team climate variable differentiated competitive and recreational teams. Athletes who participated in recreational teams reported a greater degree of mastery-oriented climate than competitive league players. The results suggest that athletes' perceptions of situational rather than dispositional aspects of achievement goals are more highly affected by the playing structure present in youth sport teams. The possible psychological benefits derived from the development of a mastery-oriented team climate in sports are discussed.     

Does the justice of the one interact with the justice of the many? Reactions to procedural justice in teams

This article reported the results of 2 studies that examined reactions to procedural justice in teams. Both studies predicted that individual members' reactions would be driven not just by their own procedural justice levels but also by the justice experienced by other team members. Study 1 examined intact student teams, whereas Study 2 occurred in a laboratory setting. The results showed that individual members' own justice interacted with others' justice, such that higher levels of role performance occurred when justice was consistent within the team. These effects were strongest in highly interdependent teams and weakest for members who were benevolent with respect to equity sensitivity.     

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.     

Importance of goal setting in virtual project teams

This research investigated goal setting on engineering teams with geographically dispersed members. A survey was designed to measure the Quality of Goal Setting, Goal Commitment, Perceived Task Outcomes, and Perceived Psychosocial Outcomes, all constructs and scales used in previous research on project teams. 82 respondents from 12 virtual teams participated. Analysis suggested the quality of goal setting affected Perceived Task Outcome (t = 2.40, p < .05) but not Perceived Psychosocial Outcomes. Further regression analysis indicated goal commitment predicted significant variance in both Perceived Task Outcomes (t = 2.35, p < .05) and Perceived Psychosocial Outcomes (t = 4.3, p < .01). These results suggest that setting high quality goals and building commitment to goals significantly affect perceptions of outcomes on virtual project teams.     

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.     

Learning outcomes in leadership teams: The multilevel dynamics of mastery goal orientation,team psychological safety,and team potency

A sample of 166 individual participants in 47 school leadership teams was used to investigate the multilevel relationships between individual learning outcomes and two dimensions of individual mastery achievement goal orientation—mastery approach goals (MAP), and an emotionally modified measure of mastery avoidance goals (MAV)—and two group-level emergent beliefs, namely, team potency and team psychological safety. All variables were independently positively related to individual learning; however, team potency had no incremental effect above team psychological safety. MAP and team potency interacted negatively on individual learning, indicating that the emergence of high potency in teams may compensate for low average level of MAP in teams. When running the complete research model, MAV and team psychological safety remained positively related to individual learning, in contrast to team potency and MAP. The implications of the findings for leadership teams are discussed.     

Goal orientation: effects on backing up behavior, performance, efficacy, and commitment in teams

The author examined the predictive validity of goal orientation in teams on both team process and outcome variables. Results indicate that when mean goal orientation scores were used as a way of describing team members' inputs, learning orientation was related to backing up behavior, efficacy, and commitment. The relationships between performance orientation and efficacy and commitment, however, were more complex and were clarified when task performance was also taken into account. Performance orientation had a negative effect on efficacy when task performance was low and a positive effect on commitment when task performance was high. The implications of these findings for theory and research on goal orientation in teams and team staffing are discussed.     

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.     

Goal orientation of team leaders: Its effects on performance and group interaction in software development projects

Abstract

Goal orientation is an action style implying the development of long-range and precise goals, and persistent pursuit of these goals. Goal orientation is not only important for a person's own performance but also for the performance of others in a co-operative work setting. This applies particularly to team leaders, whose goal orientation was predicted to correlate with both team performance and quality of group interaction within the team. In a sample of 44 team leaders and 141 other team members of software development projects it was found that team leaders' goal orientation is related to the quality of the development process, the quality of the final product, and the interaction within the team. This is true both for team leaders' estimates of the dependent variables and for aggregated scores of the team members' estimates. Interaction effects between team members' and team leaders' goal orientation were also found.     

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.     

Understanding the emergence of state goal orientation in organizational work groups: the role of leadership and multilevel climate perceptions

This article attends to a broad range of practically significant employee motivations and provides insight into how to enhance individual-level performance by examining individual-level state goal orientation emergence in organizational work groups. Leadership and multilevel climate processes are theorized to parallel each dimension of state goal orientation to cue and ultimately induce the corresponding achievement focus among individual work group members. It is argued that the patterns of leader behavior, which elucidate the leader's achievement priority, shape group members' psychological and work group climate to embody this priority. Resulting multilevel climate perceptions signal and compel group members to adopt the ascribed form of state goal orientation. The quality of the leader-member exchange relationship is viewed as a means to clarify leader messages in the formation of group members' psychological climate and internalize these cues in the emergence of state goal orientation. Considerations for future research and practice are discussed.     

团队中信任形成的映象决策机制

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     

Are Pre-Assembly Shared Work Experiences Useful for Temporary-Team Assembly Decisions? A Study of Olympic Ice Hockey Team Composition

The purpose of this study was to investigate if pre-assembly shared work experiences among temporary team members facilitate individual and team performance. Archival data from the 2014 Men’s Olympic Ice Hockey Tournament (12 teams, 25 players each) was used in the study. Measures of social network centrality were computed based on the pre-assembly shared work experiences among national team members derived from professional and amateur affiliations. These measures were used to predict objective individual and team performance criteria. Players’ closeness centrality scores, from pre-assembly shared work experience networks, positively predicted their goals, assists, and being involved in more positive than negative plays. Teams with less centralized pre-assembly shared work experience network structures tended to perform better than teams with more centralized pre-assembly shared work experience network structures. Temporary teams are commonly used by organizations to perform tasks that are specific, important, and of short duration. Because temporary teams have little time to develop the shared properties required for effective team functioning, assembly decisions are of paramount importance. The results from this study suggest that centrality measures derived from pre-assembly shared work experiences are useful to consider when assembling temporary teams. Few studies have investigated the impact of pre-assembly shared work experiences on individual and team performance. Using objective data, this study provides evidence that pre-assembly shared work experiences relate to individual and team performance in temporary teams, supporting the need for expanded research in this area.     

Flow experience and team performance: The role of team goal commitment and information exchange

While a number of studies show that the flow experience is related to different outcomes at the individual level, the role of flow in work teams remains unclear. This study contributes to the advancement of knowledge on flow by testing the relationships between this psychological state, team goal commitment and team performance. Data were gathered from 85 teams comprised of graduate and undergraduate students who participated in a project management simulation. The results show that the flow experience is positively related to team performance. This relationship is mediated by team goal commitment and moderated by the level of information exchange between team members. In practical terms, the results of this study show that managers should implement interventions fostering the flow experience in their teams, while at the same time encouraging information exchange between members.     

Self-Efficacy and Political Skill as Comparative Predictors of Task and Contextual Performance: A Two-Study Constructive Replication

This study examined how competition within teams influences which type of achievement goals employees adopt. We studied how dispositional learning-goal and performance-goal orientation interact with team-level competition and predict whether team members adopt state learning or performance achievement goals. State achievement goals, in turn, were proximal antecedents of two outcome measures: job-related self-efficacy and supervisory ratings of job performance. The participants were 502 employees and 55 supervisors. Results confirmed that competition was positively associated with state performance goals. Trait performance-goal orientation influenced whether competition was negatively associated with state learning goals. In highly competitive teams, trait performance-goal orientation was negatively related to state learning goals, whereas in less competitive teams, a performance-goal orientation was positively related to state learning goals.     

Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.

The purpose of this study was to examine the possibility that feedback regarding team performance may influence team members' reports of organizational citizenship behaviors. Ninety-five teams of business students (N = 412) participated in a labor-scheduling simulation over a local area network. Teams were provided with false negative, false positive, or neutral feedback regarding their performance. Results support the hypothesis that the perception of 2 forms of organizational citizenship behavior (helping behavior and civic virtue) in work groups may, in part. be a function of the nature of the performance feedback that group members receive. However, negative feedback appears to play a more critical role than positive feedback in this attributional process. Possible reasons for these findings, as well as their implications, are discussed.     

Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation

Purpose

The 21st century work environment calls for team members to be more engaged in their work and exhibit more creativity in completing their job tasks. The purpose of this study was to examine whether team performance pressure and individual goal orientation would moderate the relationships between individual autonomy in teams and individual engagement and creativity.

Design/Methodology/Approach

A sample consisting of 209 team members and 45 team managers from 45 work teams in 14 companies completed survey measures. To test our hypotheses, we used multilevel modeling with random intercepts and slopes because the individual-level data were nested within the team-level data.

Findings

Hierarchical linear modeling showed that team-level performance pressure attenuated the positive relations between job autonomy and three dimensions of engagement. There were also 3-way interactions between job autonomy, psychological performance pressure, and learning goal orientation in predicting three dimensions of engagement and creativity.

Implications

This study highlights the importance of exploring the moderating effect of team-level task characteristics and individual differences on the relationships between job autonomy and individual engagement and creativity. Organizations need to carefully consider both individual learning goals and performance pressure when empowering team members with job autonomy.

Originality/Value

This is one of the first studies to explore the association between individual job autonomy in teams and individual outcomes in a contingency model. We first introduced team performance pressure as a moderator of job autonomy and examined the 3-way interaction effects of performance pressure, individual job autonomy, and learning goal orientation.

     

Socialization tactics: Antecedents for goal interdependence and newcomer adjustment and retention

This study argues that Deutsch's theory of goal interdependence is useful to examine the dynamics of serial and investiture tactics on newcomer adjustment and retention in work team contexts. Structural equation results of interviews of specific incidents collected from one hundred and two newcomers support the hypothesized model that serial and investiture tactics used by teams promote cooperative goal interdependence and weaken competitive goal interdependence and independent goal relationship between newcomers and their teams. Cooperative goals were also found to promote positive attitudes and strong co-worker relationships whereas competitive and independent goals resulted in intentions to quit and low levels of organizational commitment and job satisfaction.